Knowing is not just having a factoid that you talk about for five minutes and then move on to the latest update on a TV series.  Rather, knowing is having the mental acuity to understand the facts surrounding the issue and the reasons opposing points of view have, or lack, merit.

This simple concept seems to have gotten lost in our information age, and has been exacerbated by the continuous flow of information, not knowledge, from many sources, including the Internet.  So much information has overwhelmed people and left them thinking they have a clear understanding of an issue based on a single article or perspective.  We often feel we don’t have time to dig deeper than the surface on any single issue.  This leads to faulty decision making.

In today’s business world it is increasingly important for executives, managers, and even the lowest-positioned employee to have specialized knowledge about certain issues.  However, it has become increasingly apparent to many leaders that the knowledge base of their employees is very thin.  And the normal response, when asked a question, is to do some momentary research on the Internet versus deeper fact finding.

This emphasis on fast responses versus in-depth knowledge leads to decisions being made on incomplete information, incorrect information (how could something on the Internet be wrong?) and recommendations that are fatally flawed.  As business leaders ourselves we need to insulate ourselves from these common occurrences.

Let me suggest three simple tenets to help you:

Define the issue clearly.  Begin with a clear understanding of the scope of the issue or question.  This simple step avoids random thinking and avoids the search for any unneeded information.

Understand the alternative perspectives.  Critical strategic thinking takes into account alternative approaches, conflicting options, and different viewpoints.  By understanding the range of alternatives you become more able to communicate why your recommended course of action is the superior one.

Support your position with facts.  It is often hard to go against the common stereotypical thinking of peers.  But superior decisions are based on a substantial base of facts and not factoids.  By having your recommendations supported by facts you not only strengthen your position but you convey, very clearly, that you are a high-caliber thinker who can be relied on for future key decisions.

Those individuals who are well versed in critical thinking, and use facts to support their clear recommendations, are the key leaders of tomorrow.  As Peter Drucker once said, “Today knowledge has power. It controls access to opportunity and advancement.”