The RED model for critical thinking
In today’s digital age with its vast sea of information, it’s important to develop the ability to think critically.
Critical thinking can be defined as thinking logically with clarity and precision, leading to sound decisions. A common source of frustration with Gen Zs is their lack of critical thinking, but they don’t actually lack the ability. They just never fully developed them.
Research suggests that with the rise of technology, the ease of obtaining information during formative years has rewired the brains of our new working generation. Educated, eager, and capable Gen Zs entering the workforce are finding it hard to navigate complex and competitive professional environments because they were never taught to think on their feet, make good decisions, and balance conflicting priorities and directions from other departments at the same time.
The RED Model for Critical Thinking is a great framework to guide Gen Z (and other) team members to making high impact and effective decisions.
R – Recognise Assumptions
In this stage, build comprehension. Ask if the information presented is true (ideally from different perspectives) and if there is evidence to back it up. If done well, we can identify missing information or logical inconsistencies.
Example questions to ask:
· What is the key problem we’re trying to solve?
· What information and facts do we have?
· Are we making any underlying assumptions?
· Who are the key stakeholders and what’s their viewpoint?
· What if we’re the problem?
· What else do we need to know?
E – Evaluate Arguments
In this stage, systematically analyse the information and arguments provided. Suspend judgement and remain objective, while logically working through the supporting evidence free from emotion.
Example questions to ask:
· What are the pros and cons of the solution we are proposing?
· Do we have biases?
· What are the short and long-term implications?
· How will our decision impact others and make them feel?
· Can we run this by someone with a different perspective?
· Any potential risks and uncertainties involved? Can we mitigate it?
· What would our boss say?
D – Draw Conclusions
In this stage, work on the ability to pull together all the supporting evidence and connect the dots to arrive at a decision. Doing this well consistently can lead to good judgement in the future.
Example questions to ask:
· After evaluating all the facts, what is the best possible conclusion?
· How does this conclusion compare to other similar decisions we have made?
· What are the potential implications of our conclusions?
· Did we miss out on anything?
This model is not intended to be used in a strictly linear way, or as a prescriptive set of instructions. You can move back and forth between the different stages. By helping our teams apply this model regularly, we can quickly navigate complexities and make good, informed decisions. ●