Justin Wright Outlines 7 Essential Thinking Styles for Leaders

In a recent LinkedIn post, Justin Wright delves into the diverse thinking styles that differentiate average performers from top leaders. Wright posits that while most individuals rely on only one or two modes of thought, the most effective leaders leverage a suite of seven distinct cognitive approaches. He frames these styles not as innate talents, but as skills that can be consciously developed and applied.

Wright begins by emphasizing the foundational role of critical thinking, defining it as the practice of questioning information before accepting it as truth. He states:

“Critical Thinking is where it all starts. It means asking questions before believing things. Checking if something is really true. Not just accepting what you hear. Think of it as your truth detector.”

According to Wright, the absence of this critical filter can lead to significant decision-making errors stemming from misinformation.

Deconstructing Complexity with Analytical and Abstract Thinking

The post then moves to analytical thinking, which Justin Wright describes as a method for tackling complex problems by dissecting them into manageable components. This approach, he suggests, transforms daunting challenges into achievable tasks. Complementing this is abstract thinking, a style Wright highlights for its ability to foster a ‘big picture’ perspective. Leaders employing abstract thinking, as Wright explains, can identify overarching patterns and deeper meanings that might elude those focused on minute details.

Innovation Through Creative and Divergent Thinking

Wright dedicates a section to creative thinking, positioning it as crucial for innovation when conventional methods fall short. This style encourages the exploration of novel connections and the development of unique solutions, often leading to significant breakthroughs. He elaborates on this by noting:

“Creative Thinking helps when the usual way doesn’t work anymore. It’s about seeing new connections. Finding fresh solutions. Thinking differently than everyone else. This is where breakthroughs happen.”

Closely related is divergent thinking, which Wright explains as a process for generating a wide array of potential solutions to a single problem, encouraging even seemingly unconventional ideas in the initial stages to broaden the scope of possibilities.

Grounding Ideas with Concrete and Convergent Thinking

Balancing the more expansive styles, Wright introduces concrete thinking as the practical grounding force, focusing on observable facts and measurable realities. This style, he argues, is essential for translating abstract concepts into tangible outcomes. He also discusses convergent thinking, which Wright identifies as the skill needed to efficiently pinpoint the single best solution among various options, akin to solving a focused problem or mystery.

Developing and Applying the Seven Styles

A key takeaway from Wright’s post is the assertion that individuals already possess all seven thinking styles. The challenge, he emphasizes, lies in conscious practice and application. He offers practical advice for cultivating each style, such as questioning information (critical), breaking down tasks (analytical), asking ‘what if’ (creative), looking for patterns (abstract), focusing on facts (concrete), finding the optimal solution (convergent), and generating multiple options (divergent).

In conclusion, Justin Wright advocates for leaders to master the art of switching between these thinking styles fluidly, much like changing gears in a vehicle, to effectively navigate different situations. He writes:

“The best leaders switch between these styles like changing gears in a car. They know which one to use and when.”

Wright encourages readers to recognize the untapped potential of their own minds, suggesting that widespread underutilization of these cognitive tools limits personal and professional growth.