As the Oracle at Delphi reminded leaders thousands of years ago, a Leader must ‘know thyself.’ Part of knowing one’s self involves coming to understand one’s ‘Thinking Style’ (among a number of ‘different styles’ that the Leader must come to understand). Given his or her primary thinking style the Leader then ensures that the other thinking styles, via other individuals’ are utilized.
Many years ago Robert Bramson wrote ‘The Art of Thinking’ and in it he described five thinking styles. He also provided a questionnaire that when completed one’s preferred thinking style would be identified (‘preferred’ means that when the pressure is on this is the default thinking style the person relies upon).
Here is a brief description of Bramson’s five thinking styles (each Leader will probably have access to a number of them AND one will be his or her preferred style) – the following are not rank ordered; all are important.
Synthesists
According to Bramson, “Synthesists are creative thinkers who perceives the world in terms of opposites. When you say black, they think white, when you say long, they think short.” To connect with Synthesists, Bramson suggests “listen appreciatively to their speculation and don’t confuse their arguing nature with resistance.”
Idealists
According to Bramson, “Idealists believe in lofty goals and standards.” To connect with Idealists, Bramson suggests “associate what you want to do with these goals of quality, service, and community good.”
Pragmatic Thinkers
According to Bramson, “Pragmatic thinkers are flexible, resourceful folk who look for immediate payoff rather than for a grand plan that will change the world.” To connect with Pragmatists, Bramson suggests “emphasize short-term objectives on which you can get started with resources at hand.”
Analyst Thinkers
According to Bramsom, “Analyst thinkers equate accuracy, thoroughness, and attention to detail with completeness.” They are likely to gather data, measure it, categorize it, and rationally-methodically calculate the right answer to any problem you come up with.
To connect to Analysts, Bramson suggests “provide a logical plan replete with back-up data and specifications.”
Realist Thinkers
According to Bramson, “Realist thinkers are fast moving doers who know that reality is what their senses – sight, sound, taste, smell, and touch – tell them it is, and not that dry stuff that one finds in accounting ledgers, or the insipid pages of manual of operations.” To connect with Realists, Bramson suggests, “If you communicate with Realist bosses as if they were Analysts, you will never get their attention. Rather than gobs of computer-printouts and other detailed information, Realists want a three-paragraph “Executive Summary” which tells briefly what is wrong and how you propose to fix it. For rather complicated reasons, they will often take you at your word if they see you as a qualified expert. You become an expert in their eyes when they know that you’ve assembled a store of facts in which they are interested, and you have proposed a set of actions that they already believe are the best things to do.”
Thinking precedes Doing. It is crucial that the Leader understands that people reason differently when they THINK about a challenge in order to understand it versus when they intend to take action. Good Thinking entails engaging all five thinking styles.