Latest news with #criticalthinking
Fast Company
3 hours ago
- Business
- Fast Company
Why your brain matters more than ever in the AI age
It can be enthralling to watch artificial intelligence models progress toward a mastery of deep learning. But are we as equally invested in our own abilities to think and learn? The human capacity to think deeply, find meaning, and apply wisdom is what makes us unique. Yet, it is increasingly tempting and easy to rely on the fast, accessible answers that AI provides. In a recent McKinsey study of organizations that use generative AI, only 27% said that employees review all content created by gen AI before it is used. One-third of respondents said that only 20% or less of gen-AI-produced content is checked before use. The antidote in this moment is critical thinking. Critical thinking is sometimes called 'careful thinking,' as it involves questioning, interpretation, and discernment. Critical thinking is not always our default mode, and it's already under siege from frequent AI usage. However, critical thinking skills can be taught. Moreover, according to our latest research, leaders with strong critical thinking skills have better outcomes, such as confidence in their ability to lead and lower burnout. Thinking Slow or Not at All Whether it's a matter of being lazy or economical, humans don't think a lot if we don't have to. This isn't necessarily a bad thing. Researchers estimate that our conscious brains process information at a rate of 10 bits per second. (AI models process data at trillions of bits per second.) So, we conserve our limited mental horsepower for complex tasks rather than 'wasting' it on simple or repetitive tasks. This is why we go into autopilot mode when we drive familiar routes or rely on mental shortcuts to make decisions. (For example, we are prone to judging a person's trustworthiness based on appearance instead of interactions.) Our slow brains have a new, fast friend called AI. That's a good thing, right? It can be. AI can rapidly process vast amounts of information, recognize patterns that lie beyond human reach, and provoke us to consider new angles. AI-based tools will expand our understanding of business performance, team dynamics, market trends, and customer sentiment. But our new friend can also exacerbate our tendency for cognitive laziness. Remember those mental shortcuts we take? In one shortcut, we overtrust answers from automated systems and don't pay attention to contradictory information, even if it's correct. As AI tools become even smarter and slicker—and answers are delivered in highly confident tones—this automation bias can grow. The downside to all of this is the risk of losing one's own capacity for thinking, learning, and reasoning. Guillaume Delacour, global head of people development at ABB, a technology leader in electrification and automation, spoke to us about the importance of critical thinking for leaders in the age of AI. 'One of the big benefits of AI is that it always has an answer—but this is also a major challenge,' he noted. 'It can be too easy to accept the outcomes it generates. Good leaders have always needed critical thinking, but in our AI-enabled workplace, where every question has an instant answer, this skill is even more important.' Are You a Strong Thinker? Critical thinking is the ability to evaluate situations objectively and make informed, well-reasoned decisions. It requires us to consider biases, question assumptions, and incorporate multiple perspectives. With critical thinking, it's like your brain is doing a workout rather than just lounging on the couch. And, like a physical workout, critical thinking requires discipline, self-awareness, and effort. But the payoff is pretty significant. We recently assessed 227 leaders on their level of critical thinking and divided the group into high and low critical thinkers. We assessed how well each group is likely to operate in the new world of AI, as well as their overall experience as a leader. The differences are striking. Leaders Who Don't Think Will Struggle In a world in which answers can come fast and easily, leaders who score low on critical thinking are at greater risk of letting machines do the thinking for them and becoming increasingly less sharp. · Low critical thinkers are 18% more likely to have confirmation bias than high critical thinkers. Confirmation bias is the tendency to look for or favor information that confirms our existing beliefs. · Low critical thinkers are 32% more likely to over-rely on gen AI for answers. · Low critical thinkers are 36% more likely to demonstrate cognitive failures. Cognitive failures are everyday lapses in memory or functioning during situations we normally are on top of, such as forgetting where you put the car keys. Leaders Who Think Will Thrive Strong critical thinkers have a protective shield against the threats of AI. Critical thinking balances the pull toward cognitive laziness and guards against our natural tendencies to accept and rely on what AI tells us. Moreover, these thinkers have a better experience as a leader. · High critical thinkers rate themselves 14% higher than low critical thinkers on their ability to perform well in their roles. · High critical thinkers rate themselves 13% higher than low critical thinkers on their ability to lead others effectively. · High critical thinkers rate themselves 10% higher than low critical thinkers on their ability to lead confidently into the future. Additionally, high critical thinkers report 21% less burnout in their roles and 16% higher job satisfaction. In important ways, thinking can be a secret weapon for leaders, enabling them to be better at and happier in their jobs. Strengthening Your Thinking Muscle The encouraging news for leaders is that critical thinking is not a 'you have it, or you don't' proposition. Each of us can be a critical thinker, but we need to intentionally rewire our relationship to thinking in order to cultivate this vital leadership skill. Here are a few things to try. Think about your thinking. In the course of a day or week, try taking a mental step back to observe how you think. You could ask yourself questions such as: · What is a belief or assumption that I questioned? · Did I change my mind about something important? · Did I avoid any information because it challenged me? · Did I feel uncomfortable in any ambiguous situations? The underlying skill you are practicing here is the ability to observe how you think and to discern what may be influencing your thoughts. Is there a past experience or possible bias that is playing a role? How much does stress or the need for speed factor in? Practice 'why' questions. When looking at a situation, ask yourself why it happened, why it matters, and/or why a particular conclusion was reached. This habit encourages 'second looks' and slows us down to uncover underlying assumptions, potential biases, and hidden logic. This approach not only deepens our understanding but also stretches our ability to evaluate information from multiple perspectives. Make AI your thinking partner. If we are not careful, our predisposition to cognitive laziness will drive us to pick the fast answers that come from AI models versus the deeper mental workout that comes from wrestling with complex ideas or considering underlying assumptions. But that doesn't mean AI can't play a role. When used well, AI tools can be very effective critical thinking coaches, nudging us to consider new angles or refine our arguments. Always make sure you challenge AI by asking questions such as: How did you come up with that result? Why should I believe that what you are suggesting is correct? What questions should I ask to improve my critical thinking? Bigger Comprehension Thinking has always set humans apart—something to be taught, mastered, and celebrated. In 1914, IBM founder Thomas J. Watson declared 'THINK' as the mantra for the struggling machine organization, saying ''I don't think' has cost the world millions of dollars.' We have arrived now at an incredible point when machines can think and learn in ways far surpassing human abilities. There are benefits to this—ways in which AI can make us all smarter. The key is to stay alert and grounded in what is uniquely human: the ability to examine an answer with clarity, to grasp what's around and underneath it, and to connect it to a bigger comprehension of the world around us.
Yahoo
13 hours ago
- Science
- Yahoo
Is Using ChatGPT to Write Your Essay Bad for Your Brain?
TIME reporter Andrew Chow discussed the findings of a new study about how ChatGPT affects critical thinking with Nataliya Kosymyna. Kosymyna was part of a team of researchers at MIT's Media Lab who set out to determine whether ChatGPT and large language models (LLMs) are eroding critical thinking, and the study returned some concerning results. The study divided 54 subjects into three groups, and asked them to write several essays using OpenAI's ChatGPT, Google's search engine, and nothing at all, respectively. Researchers used an EEG to record the writers' brain activity. What they found was that of the three groups, the ChatGPT users had the lowest brain engagement and consistently underperformed at neural, linguistic and behavioral levels. Over the course of several months, the ChatGPT users got lazier with each subsequent essay, often resorting to copy and paste. Contact us at letters@
Wall Street Journal
17 hours ago
- Science
- Wall Street Journal
The War With Tech Isn't New
Reading Allysia Finley's article 'AI's Biggest Threat: Young People Who Can't Think' (Life Science, June 23), I couldn't help but recall 1976. That was the year I entered junior high—the same year Texas Instruments introduced its TI-30 scientific calculator. Our teachers and parents repeatedly warned us not to become too dependent on this newfangled technology, as it might hinder our ability to think for ourselves. The more things change . . . Greg Ross
The Guardian
a day ago
- General
- The Guardian
Why it's good to admit when you're wrong – and how to improve
You may be familiar with the feeling. Someone factchecks you mid-conversation or discredits your dishwasher-loading technique. Heat rises to your face; you might feel defensive, embarrassed or angry. Do you insist you're right or can you accept the correction? Admitting to being wrong can be difficult and uncomfortable. But the ability to admit to incorrect ideas or beliefs – what psychologists call 'intellectual humility' – is important. Research shows that people with higher intellectual humility think more critically, and are less biased and less prone to dogmatism. People high in intellectual humility 'are able to acknowledge the limits of their knowledge and beliefs', says Tenelle Porter, an assistant professor of psychology at Rowan University. They recognize that we all get things wrong and are willing to admit their own gaps in knowledge. Meanwhile, people low in intellectual humility tend to overconfidently cling to their beliefs, and are not swayed by opposing evidence. People who are more intellectually humble tend to have better relationships. Being unable to acknowledge other people's perspectives can damage the trust in a relationship, says therapist and author Nedra Glover Tawwab. Acknowledging that you're wrong, on the other hand, can be a great opportunity to deepen a relationship. Research suggests that couples who score higher in intellectual humility tend to have healthier conflict management, as well as higher relationship quality and satisfaction. On average, people prefer to befriend or date people who are more humble, says Daryl Van Tongeren, who studies psychology and social values at Hope College. People also tend to be more committed to and satisfied with relationships when they perceive their partners to be more humble, Van Tongeren adds, and having both individuals in a couple rank highly in humility is associated with a healthier, less stressful transition into parenthood. People with low intellectual humility will often react defensively when contradicted, says Leor Zmigrod, a political neuroscientist who recently wrote a book about rigid, ideological thinking. They might feel personally attacked or insulted, and arrogantly double down, she says. But recognizing such qualities in yourself can be easier said than done. When Van Tongeren published his book on humility, people would say things like: 'Humility – that's what my father-in-law needs.' 'No one starts off by saying: 'Oh, humility, that's what I need,'' he says. Our personalities can be flexible if we put in the work, says Tawwab. So how does someone get better at admitting they're wrong? Studies show that 'people are terrible at knowing whether they're very flexible or very rigid thinkers,' says Zmigrod. But a good way to start is to practice noticing how you respond to being contradicted. Be mindful of when your emotions and ego get in the way of a thoughtful response, she says – and over time you may be able to recognize your patterns. A person's intellectual humility is also linked with how flexible their thinking is in general, Zmigrod says. So if you notice defensiveness or anger when, say, a regular routine is disrupted, that could be a sign that your intellectual humility could use some work. If self-driven introspection is difficult, Van Tongeren recommends asking trusted people to assess how open they think you are to new perspectives, and whether they think you get defensive of your own ideas. 'Ask people from a variety of areas of your life,' he says, because 'you might be really humble at work, but not super humble at home, or vice versa.' You can glean information about your intellectual humility while also signaling to others that you're trying to work on yourself. Before attempting this, consider whether you're honestly ready to hear this kind of feedback. Learning to be more gracious when contradicted is an important skill, because an inability to recognize when you're wrong diminishes trust in relationships, says Tawwab. The first thing to do is 'reframe what being wrong means', says Tawwab. A lot of people internalize the idea that being wrong means they're stupid, ignorant or worth less as a person, she says. But if we lived in a world where no one was wrong or allowed to be wrong, 'we would live in a world that has never shifted', she says. Seeing it as associated with personal growth, curiosity and other positive values will make being wrong feel less fraught. Sign up to Well Actually Practical advice, expert insights and answers to your questions about how to live a good life after newsletter promotion There are science-backed ways to engender intellectual humility. One is quite simple: listen. People who can admit when they're wrong tend to be better listeners, says Van Tongeren. But more than that, when one person in a conversation is a good, deep listener, 'the act of listening actually cultivates and generates humility' for both parties. If you find yourself resisting admitting being wrong, Porter recommends casting your memory back to a time when you realized you had erred. Research suggests that when you remember your own fallibility, 'that can help recalibrate us and make us more open to listening to what we might be missing,' she says. If you want to encourage someone else in your life to work on their intellectual humility, they first need to feel like they're in an environment where it's safe to make mistakes, says Tawwab. And 'people tend to digest information best when they're seeking it out for themselves,' she says. So rather than lecture them on the importance of acknowledging their errors, it may be best to simply share articles, books or personality quizzes that can help them self-reflect and come to their own conclusions. You can also take the edge off by suggesting that you both work on this issue together, says Van Tongeren. Once you're able to recognize when you're wrong and admit it to yourself without an emotional or ego-driven reaction, being able to verbalize your mistakes will come much more easily. And when it comes to telling another person that you were wrong, Tawwab says you don't have to do it immediately. After a conversation, it might take you some time to process and accept this assessment. In that case, you can go back to the person a few days later. 'Even if you can't do it in the present moment, you can still recover that conversation and build that trust,' she says. Over time, hopefully you'll get better and faster at it, eventually being able to notice and address errors in the moment. And you'll probably deepen your relationships as a result, she says. There are many headwinds when it comes to intellectual humility, says Porter, especially in contemporary life. Social media creates echo chambers, people constantly express ever more polarized views, and false information proliferates online. All this pushes us away from being willing and able to change our minds or admit we're wrong. But remember that we as people value these traits, she says, regardless of how challenging it is to maintain them.
Fast Company
a day ago
- Business
- Fast Company
20 ways leaders stay grounded and motivated in changing times
The demands of leadership don't pause when the ground shifts. For those guiding teams through uncertainty, staying present and motivated is vital to making sound decisions, maintaining team morale, and sustaining long-term momentum. In volatile environments, personal clarity can be hard for leaders to hold onto. To understand how experienced leaders maintain focus, 20 Fast Company Executive Board members share what keeps them steady and inspired. Their answers highlight the habits, values, and real-world reminders that help them lead through disruption without losing direction. 1. LETTING FAMILY MOMENTS SHIFT YOUR PERSPECTIVE My children's magnificent indifference to my importance keeps me grounded. After closing our biggest deal, my 4-year-old interrupted the celebration to ask if I'd seen her doll. That perspective reset was worth more than any coaching session. My daughter doesn't care about projections; she cares if I'm fully present for bedtime stories. This radical demotion from CEO to doll-finder instantly restores proportion. – Shayne Fitz-Coy, Sabot Family Companies 2. PRACTICING CRITICAL THINKING TO SEE MULTIPLE PERSPECTIVES Critical thinking has been the most important attribute that I have employed in my career. It seems we have an inordinate desire to create an opinion and truly believe that our opinion is correct. The reality is that there are always two sides to a story, and there can be truth in both sides depending on perspective. To be an effective leader, I need to understand both sides to the best of my ability. – Richard McWhorter, SRM Private Wealth 3. REMAINING CLOSE TO THE DAILY LIVES OF CONSUMERS What keeps me grounded is staying closely connected to the everyday lives of our consumers and understanding how they live, what they value, and how the apparel they choose supports their comfort, confidence, and self-expression. I'm continually inspired by the opportunity to lead purposeful design, and it's that human connection that fuels meaningful, scalable innovation. – Jane Newman, HanesBrands 4. TREATING CHANGE AS A CATALYST FOR PERSONAL GROWTH High-change environments are opportunities to learn more about yourself and to develop personally and professionally. When you learn and grow, you become more grounded because you're more confident in yourself and your abilities. – Tom Freiling, Freiling Agency 5. GIVING BACK THROUGH SERVICE AND VOLUNTEERING Volunteering and serving are the main things that keep me grounded and inspired. When you step out of your everyday work environment into real-life needs, ego fades and purpose sharpens. It's a reminder that leadership is about impact. Helping others with no agenda resets my perspective and refuels my drive, especially in environments where it's easy to lose sight of what really matters. – Kristin Hege, Convey Communications 6. TAKING OWNERSHIP OF YOUR TEAM'S FUTURE Owning a company means owning the responsibility to build an economy for your people—that keeps me grounded. What inspires me is the idea that if we build something truly great, our employees' kids will one day want to work here too. – Matt Hofherr, Barrett Hofherr 7. RECONNECTING WITH ORGANIZATIONAL PURPOSE Staying connected to purpose—both my own and the organization's—keeps me grounded. When change is constant and uncertainty is high, it's easy to get swept up in reacting rather than leading. Re-centering on why we do what we do reminds me that leadership is not about control but about stewardship. Purpose also fuels my resilience, and it keeps me aligned with my values even when the path forward isn't clear. – Krishnan Venkata, LatentView Analytics Corp. 8. GROUNDING DECISIONS IN IMPACT AND DATA What keeps me grounded and inspired is seeing the real impact of our work systemically and in people's lives. In a high-change environment, grounding ourselves in high-quality research and data shows us what's working and how to respond effectively and efficiently. It's not just numbers—it's a reflection of meaningful, measurable change. To me, that's a source of great hope. – Kelsey Morgan, EverFree Every once in a while, when I introspect, I realize that even though I have made improvements in myself, I have friends, colleagues, and leaders who are smarter and who continue to evolve themselves day in and day out. With this in mind, my journey of learning continues. – Ruchir Nath, Dell Technologies I think constant evaluation—seeking feedback from a diverse array of sources with disciplined consistency—is critical to remaining grounded. Even when we know feedback might not be what we want to hear, it's important to solicit it, process it, and recognize there is often merit in internalizing dissenting opinions—if for no other reason than to pressure-test your convictions. – Kendra Davenport, Easterseals 11. STARTING EACH DAY WITH A PRACTICE OF KINDNESS My daily kindness practice keeps me anchored through constant change. I begin each morning by recognizing team contributions and end by reflecting on where we've moved the needle for customers. This intentional focus on human impact not only grounds me in our purpose but continually reveals unexpected opportunities for innovation that spreadsheets alone would never uncover. – Chia-Lin Simmons, LogicMark 12. STAYING ROOTED IN COMMUNITY VALUES The one thing that keeps me grounded is my connection to my community. With them, I can keep a pulse on the values of what we have built and maintain clarity on our mission. It's part of being community-led. – Mike Rizzo, 13. KEEPING MISSION FRONT AND CENTER EACH DAY Staying connected to my core mission keeps me grounded. No matter how fast things change, purpose provides direction. I remind myself daily why I started and who I serve. That clarity fuels resilience, keeps my ego in check, and inspires me to adapt without losing sight of what truly matters. – Stephen Nalley, Black Briar Advisors 14. LISTENING DIRECTLY TO CUSTOMER EXPERIENCES Direct connections with our customers keep me grounded and inspired in a high-change environment. Hearing firsthand how our solutions rescue critical data during their worst moments reminds me of our mission, and real-world feedback drives and sparks our technology innovations. – Chongwei Chen, DataNumen Inc. 15. LEADING WITH PURPOSE INSTEAD OF URGENCY Staying connected to my 'why'—the purpose behind the work—keeps me grounded. In fast-changing environments, I find clarity and inspiration by focusing on the impact we're making and the people we're serving. That constant reminder helps me lead with intention, not just urgency. – Maria Alonso, Fortune 206 16. STAYING CLOSE TO CUSTOMERS AND WHAT THEY VALUE MOST What keeps me grounded is remembering that I've built everything by staying close to our customers and even closer to the truth and what matters to them. What inspires me is knowing that the right insight, delivered at the right moment, can change the trajectory of someone's business, even in highly volatile environments. – Reuben Yonatan CX Foundation 17. BEING FOCUSED ON SOLVING REAL, PRESSING PROBLEMS In a world of constant change, staying rooted in the mission and purpose of what we're trying to achieve keeps me grounded. It fuels my drive and ensures we stay aligned in the face of uncertainty. – Katrina (Katya) Rosseini, KRR Ventures 18. USING GRATITUDE TO STAY CENTERED AND CREATIVE Every morning, I spend five minutes in my gratitude journal, celebrating one PR win, one mom milestone, and one wild idea. That ritual reminds me why I built my businesses, so when the agency pivots, AI tools shift, or home chaos hits, I stay grounded in purpose and fueled by creativity. – Kristin Marquet, Marquet Media, LLC 19. RELYING ON CORE IDENTITY WHILE EMBRACING EVOLUTION I remain grounded knowing that with high change often comes high opportunity and exciting evolution. While this can sometimes be scary, I believe if we remain grounded in our DNA and look for ways to apply it in today's world, we will come out on top. Listening to the next generation, consulting with peers, and watching the trendsetters, I balance both skepticism and optimism. – Maggie ONeill, Peppercomm
