Improve Your Critical Thinking By Avoiding Assumptions

In an article earlier this month, I shared three questions we can ask ourselves in the moment to avoid allowing our snap decision about someone’s idea hardening into a firm conviction without more critical thinking. Let’s deepen that skill set by reframing our approach to individuals, contexts, and perspectives.

All effective changes to behavior happen on an immediate, tangible level, not on a broad philosophical plane. Saying to yourself, I’m going to be a nicer person doesn’t impact your actions. Saying, I’m going to hold the door for someone, hold someone’s hand when they need me, or hold my tongue when I want to criticize – those specific actions make us a nicer person.

Likewise, when we are trying to think more critically about an issue, it’s helpful to have specific questions or approaches that allow us to actually put critical thinking techniques in place. It doesn’t help to say, “I’m going to be a deeper thinker,” since I’m not even sure what that would mean. Instead, adopt approaches that combat the habits that keep us from thinking more openly about an issue and factoring in better information. Here are three specific statements we can say to ourselves that will help us remain more open.

1. There’s an old adage that “even a stopped clock is right twice a day.” (This assumes an analog clock, not an unplugged digital clock.) Likewise, even the person in our life with questionable judgment whose opinion we immediately discount or ignore might occasionally have a nugget of wisdom to share. Remain open. Who is the stopped clock in your life? When Uncle Bud or Lulu from Marketing approaches with that eager look of, “Have I got an idea for you!” instead of ducking for cover, say to yourself, “It’s half-past-two…again.” This may be their one good idea for the year, and you don’t want to miss it. Be patient. Hear them out. You can still decide to discount their conclusion, but you will have remained open to their analysis, and there may be a learning moment in there for you. To discount an entire human being is a great loss and deprives us of possible wisdom, however cluttered with our previous experience with someone.

2. It’s human nature to develop patterns of behavior and apply them to specific settings. For instance, some people act one way at home and a different way at work. When we attend certain meetings or engage with particular teams at the office, we get into patterns of behavior and thinking that can limit us and our impact and rob the company or firm of our insights. We might be the most open, thoughtful, creative contributor in some meetings and then withdraw and shut down in other contexts. Sometimes these shifts in behavior are justified by our knowledge base on a topic, the presence of certain colleague at the table, or other factors. But sometimes, our shift in behavior is arbitrary or a matter of habit.

My wife and I have four kids. When they were still home, the six of us each had our particular seat at the table for dinner – same seat every night – like many families. It would have felt weird if, when we went to sit down for dinner, Sam plopped down in Teresa’s chair. And yet, for other meals, we all sat anywhere. Why such formality at one time and such reckless abandon at others? What’s the metaphorical seat you take at certain meetings at work? You’re open and enthusiastic at the Marketing Meeting, asking great questions and comfortable challenging assumptions – your own and others’. As you’re walking into the Sales Meeting where you tend to be more withdrawn, tell yourself, “This is lunch, not dinner. I can sit anywhere. I can contribute like I do in the Marketing Meeting.”

I’m not suggesting you bring your worst behaviors into every setting. If you’re overbearing at one meeting and quiet at another, please don’t bulldoze through every meeting. It’s about bringing out your better qualities more frequently – about listening and remaining open more consistently.

3. We’re all self-centered. It’s part of human nature. It’s not bad, or Machiavellian; it’s just a basic survival instinct. To contribute most meaningfully at work, and to avoid the kinds of assumptions that keep us from being more successful, we need to challenge that most basic thinking. When we offer an opinion at work, we often fall prey to two forces that keep us from making better decisions – our ego and our self-interest.When we’re weighing options in a meeting, and one of the options on the table is our suggestion, we’re likely to want to see that option succeed because it’s our idea, regardless of whether, objectively, it’s the best solution. Completely separately, one of the options might actually hold more value for us, and sometimes that value may be outside the knowledge of the group at large. In that case, we’ll often side with the option where the benefit inures to us over others. When these situations arise, we’re best served to ask ourselves a very tough question. “To what extent am I part of the problem?” Is the way we’re contributing truly in the best interest of the group, or is my ego, self-interest, or stubbornness getting in the way?

Asking this question of ourselves is tough enough. If we conclude we are, in fact, part of the problem, acting to rectify the situation is even harder. Hopefully, we can get there. But if not, just asking the question of ourselves will naturally temper our reactions and encourage us to be more open.

In sum, to remain more open and to think more critically, we should challenge ourselves to:

1. remain open to ideas from others, even those with whom we don’t usually agree,
2. rethink why we behave differently in certain settings and assess whether it’s time to contribute more meaningfully (sometimes this might mean talking less, not more),
3. challenge the motive behind the ideas we support and decide if we need to get out of the way.

Originally published on Forbes.com.