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The Power of Deep Thinking: Essence of Creativity

The Power of Deep Thinking: Essence of Creativity

True or False: “This sentence is false.”

What was your answer to the question above? Did you quickly fire off an answer or did you have to think about it and then think about it some more?

Imagine for a moment that you could put on a set of inverted goggles and see the world through an entirely different lens. On one hand, you would literally see differently, but you might not view the world differently. If we look deep enough and allow ourselves to observe from a new lens, we will. Thomas S. Kuhn remarked in The Structure of Scientific Revolutions,[1]

“What a man sees depends upon what he looks at and also upon what his previous visual conceptual experience has taught him to see.”

The power of deep thinking is the essence of creativity. By learning how to think differently and deep, you will find that it is not only your creative thinking, but your critical thinking skills that vastly improve. This leads to higher levels of thinking and powerful problem-solving skills that you simply did not have before.

Let’s take a look at what deep thinking is, why you should learn about it, and what it will do for you.

How Do You Know That You Know the Stuff You Think You Know?

Have you heard the saying, the more you know the less you know? If you haven’t, take a moment and think about that phrase. By looking at the Theory of Knowledge, we can pose the following question: How do you know that you know the stuff you think you know?

Let’s look at an example. Solve the following: 2 + 2 = ?

    I am hoping you answered 4! Yet, let’s take a look at another way to look at this. In Plato and Platypus Walk into a Bar by Thomas Cathcart and Daniel Klein, we find the following story.

    A western anthropologist is told by a Voohooni that 2 + 2 = 5. The anthropologist asks him how he knows this. The tribesman says,

    “By counting, of course. First, I tie two knots in a cord. Then I tie two knots in another cord. When I join the two cords together, I have five knots.”

    Deep Thinking Is Thinking About Thinking

    Rene Descartes famously stated, “Cogito ergo sum” or “I think, therefore I am” where he believed thinking as the essential characteristic of being human.

    In Why the World Doesn’t Seem to Make Sense, Steve Hagen discussed that Descartes arrived at the cogito through an experiment in radical doubt to discover if there was anything he could be certain of; that is, anything that he could not doubt away.[2] Hagen commented,

    “He started out by doubting the existence of the external world. Then he tried doubting his own existence. But doubt as he would, he kept coming up against the fact that there was a doubter. Must be himself! He could not doubt his own doubting.”

    Essentially, Metacognition is awareness of one’s awareness. It is thinking about thinking or cognition about cognition.

    1. Meta means Beyond
    2. Cognition means Thinking

    Thus, Metacognition means Beyond Thinking.

    To be aware, it refers to the ability of the mind to stand back and watch itself in action. Here, we are able to examine the way we learn, remember, and think. The knowledge of how we process information gives us the opportunity to change how we process it. [3]

    Can We Really Know What Anything Is?

    Hagen poses the following question in his book Why the World Doesn’t Seem to Make Sense: Here it is, but what is it? Do we truly know what something is?

    Hagen remarks,

    When we try to answer this, have we merely answered the question “how do we conceive of it?” or “what do we call it?” Some deeper question remains.

    For example, if I say, “Here, in this cup, is water,” you may ask, “What is water?” But as scientists we might wish to point out, “Water is hydrogen and oxygen.” Thus, by using scientific methods it seems we can discover what water is “made of.”

    With confidence we say, “What is really in this cup is hydrogen and oxygen, combined and transformed into this unique substance we call ‘water’.” But the questions continue.

    Hagen concludes, “What is hydrogen? What is oxygen? And so we look again, using scientific methods, and say, “Hydrogen is an element made of atoms, each consisting of a single proton and a single electron.”

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    But still the questions remain: what are atoms? What are protons and electrons? It seems that we’ve started on a never-ending regression. At no time do we ever really get to the other end of the question: “What is water?” We can name the mind object, even break it down and name its parts, but we still don’t really answer the question.”

    Reading this passage leaves me to ask myself: can we ever really know what anything is? Let’s look at another example from Hagen.

    He illustrates just how strange our world is through the conversation between a physicist and a philosopher:

    Physicist: …and so we conclude an electron is a particle.

    Philosopher: But you also claim an electron is a wave.

    Physicist: Yes, it’s also a wave.

    Philosopher: But surely, not if it’s a particle.

    Physicist: We say it’s both wave and particle.

    Philosopher: But that’s a contradiction, obviously.

    Physicist: Are you then saying it’s neither wave nor particle?

    Philosopher: No, I’m asking what you mean by “it.”

    A Gap in the Stream of Consciousness

    You might be wondering what the difference is between Metacognition and Cognition.

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    • Cognition. This is the process of acquiring knowledge for understanding. Cognition is thinking.
    • Metacognition. This relies on awareness and control of cognitive processes. Metacognition will help you find gaps in your learning and thinking. However, you must have acquired some previous knowledge about a topic prior to Metacognition. As mentioned earlier, Metacognition goes beyond just thinking… it is thinking about thinking.

    Now that you have an understanding of the fundamental principle behind deep thinking, let’s take a look at how to develop it.

    In the book The Power of Now by Eckhart Tolle,[4] we learn the following lessons.

    Constantly Observe Your Mind Without Judging Your Thoughts

    Here we should ask one simple question, “What will my next thought be?” Try it. Can you think of your next thought? Probably not.

    By continually asking this question, you can delay the arrival of your next thought. This is due to what is called the quantum zeno effect, where we can freeze our current state by observing it. Essentially, there can be no change while you are watching it.

    Life Is Simply a Series of Present Moments

    Here we are informed that the past is simply all the present moments that have gone by. Tolle posits that the only important time is the present, for which we think about the least. Furthermore, the present is simply future present moments waiting to go by.

    Imagine leaving your body and watching yourself think. Think of this as a mental movie where your goal is not to judge the actors, but to simply observe them.

    Tolle refers to entering into the Now or the Present as creating a gap in the stream of mind. Asking yourself the question What will my next thought be?” creates that gap and allows you to dis-identify from your mind. Once you do this, you have elevated yourself above thought. This is Enlightenment.

    Stages of Deep Thinking

    Before we look at strategies you can use to become a deep thinker, let’s briefly look at the stages of deep thinking known as the Three Levels of Thought. [5]

    • Level 1: Lower Order Thinking. The individual is not reflective, has a low to mixed skill level, and relies solely on gut intuition.
    • Level 2: Higher Order Thinking. The individual is selective on what to reflect on, has a high skill level, yet lacks critical thinking vocabulary.
    • Level 3: Highest Order Thinking. The individual is explicitly reflective, has the highest skill level, and routinely uses critical thinking tools.

    Strategies to Become a Deep Thinker

    To enter into the Highest Order Thinking, try the following strategies.

    Increase Self-Awareness by Thinking About Thinking

    Imagine you could become aware of how you learn. We know that we must have a baseline of previous knowledge about something to use Metacognition. Think of your Intelligence as what you think and Metacognition as how you think. Let’s look at a series of questions you can ask yourself by using the Elements of Thought.[6]

    • Purpose. What am I trying to accomplish?
    • Questions: What question am I raising or addressing? Am I considering the complexities in the question?
    • Information: What information am I using to get to my conclusion.
    • Inferences: How did I reach this conclusion? Is there another way to interpret the information?
    • Concepts: What is the main idea? Can I explain this idea?
    • Assumptions: What am I taking for granted?
    • Implications: If someone accepted my position, what would the implications be?
    • Points of View. From what point of view am I looking at this issue? Is there another point of view I should consider?

    Challenge Current Learning Methods Through Meta-Questions

    Meta-Questioning is higher order questions we can use to explore ideas and problems. Here are some examples.

    • Why did it happen?
    • Why was it true?
    • How does X relate to Y?
    • Why is reasoning based on X instead of Y?
    • Are there other possibilities?

    Let’s look at a practical example.

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    • When you say: “I can’t do this.” Change this to: “What specifically can I not do?”
    • You say: “I can’t exercise.” Then ask: “What is stopping me?”
    • You say: “I don’t have time.” Now ask yourself: “What needs to happen for me to start exercising?”
    • You discover: “What time wasters can I eliminate in order to create more time to exercise?”
    • Then imagine how you could start exercising: “If I could exercise, how would I do it?”

    View the World Through Different Lens

    Here is a technique you can use to foster a deeper understanding of a problem—Four Ways of Seeing:

    • How does X view itself?
    • How does Y view itself?
    • How does X view Y?
    • How does Y view X?

      Try to apply the technique like this: suppose we are in the United States looking at a foreign country. First, draw four boxes, then list the questions. Second, start answering the questions.

      • In box #1 ask: “How do we see the United States?”
      • Box #2: “How does China see themselves?”
      • Box #3: “How does China see the United States?”
      • Box #4: “How do you see them?”

      Thought Experiments

      One last technique you can use to become a deep thinker —Thought Experiments. This is a device of the imagination used to investigate the nature of just about anything. [7] Thought Experiments seek to learn about reality through thinking:

      • Visualize a situation and set it up in your imagination.
      • Let it run or carry out some type of operation.
      • See what happens.
      • Draw a conclusion.

      The team at Stanford describes this using the following example: Since the time of Lucretius, we’ve learned how to conceptualize space so that it is both finite and unbounded. Let’s see how this Thought Experiment can work.

      • Imagine a circle, which is a one-dimensional space.
      • As we move around, there is no edge, but it is nevertheless finite.
      • What can you conclude? The universe might be a three-dimensional version of this topology.

      Think Deep, and You Will Think Creatively

      Thinking deep will change how you think, feel, and view the world. When you understand this concept, you will start to think beyond simple beliefs.

      “When the root is Deep… There is no reason to fear the wind.”

      Deep Thinking will change how you think, feel, and view the world. When you understand this concept, you will start to think beyond simple beliefs.

      By applying all the skills mentioned in this article, you will be able to think deeper and explore more possibilities.

      Featured photo credit: Stocksnap via stocksnap.io

      Reference

      [1] Thomas S. Kuhn: The Structure of Scientific Revolutions
      [2] Steve Hagen: Why the World Doesn’t Seem to Make Sense: An Inquiry Into Science, Philosophy and Perception
      [3] ThePeakLearner: What is Metacognition? 3 Key Points to Remember
      [4] Eckhart Tolle: The Power of Now
      [5] Thinker’s Guide Library: Critical Thinking Concepts & Tools
      [6] Thinker’s Guide Library: Critical Thinking Concepts & Tools
      [7] Stanford Encyclopedia of Philosophy: Thought Experiments

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      Dr. Jamie Schwandt

      Lean Six Sigma Master Black Belt & Red Team Critical Thinker

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      Last Updated on March 15, 2019

      How to Be a Leader Who Is Inspiring and Influential

      How to Be a Leader Who Is Inspiring and Influential

      When I began managing people 15 years ago, I thought having a fancy title was synonymous with influence. Over time, I learned that power is conferred based on likeability, authenticity, courage, relationships and consistent behavior. When leaders cultivate these attributes, they earn power, which really means influence.

      Understanding influence is essential to professional growth, and companies rise and fall based on the quality of their leadership.

      In this article, we will look into the essentials of effective leadership and how to be a leader who is inspiring and influential.

      What Makes a Leader Fail?

      A host of factors influence a leader’s ability to succeed. To the extent that leaders fail to outline a compelling vision and strategy, they risk losing the trust and confidence of their teams. Employees want to know where a company is going and the strategy for how they will get there. Having this information enables employees to feel safe, and it allows them to see mistakes as part of the learning journey versus as fatal occurrences.

      If employees and customers do not believe a company’s leadership is authentic and inspiring, they may disengage, or they may be less inclined to offer constructive criticism that can help a company innovate or help a leader improve.

      And it is not just the leadership at the top that matters. Middle managers play a distinct role in guiding teams. Depending on the company’s size, employees may have more access to mid-level managers than they do members of the C-suite, meaning their supervisors and managers have greater influence on the employee and the customer experience.

      What Is Effective Leadership?

      Effective leadership is inspiring, and it is influential. Cultivating inspiring and influential leaders requires building relationships across the company.

      Leaders must be connected to both the teams they lead as well as to their own colleagues and managers. This is key as titles do not make a person a leader, nor do they automatically confer influence. These are earned through trusting relationships. This explains why some leaders can get more out of their teams than others and why some leaders experience soaring profits and engagement while others sizzle out.

      Eric Garton said in an April 25, 2017, Harvard Business Review article:[1]

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      “… inspiring leaders are those who use their unique combination of strengths to motivate individuals and teams to take on bold missions – and hold them accountable for results. And they unlock higher performance through empowerment, not command and control.”

      How to Be an Inspiring and Influential Leader

      To be an inspiring and influential leader requires:

      1. Courage

      The late poet Maya Angelou once said,

      “Courage is the most important of all the virtues, because without courage you can’t practice any other virtue consistently. You can practice any virtue erratically, but nothing consistently without courage.”

      Courage is required in the workplace when implementing new strategies, especially when they go against professional norms.

      For instance, I heard Lisa TerKeurst, bestselling author and founder of Proverbs 31 Ministries, explain her decision to move away from her company’s magazine. While the organization had long had a magazine, she saw a future where it didn’t exist.

      In order to make the switch, she risked angering her team members and customers. She took a chance, and what started out as a monthly newsletter, has grown into a multi-dimensional organization boasting half a million followers. Had Lisa not found the courage to change the direction of her organization, they undoubtedly would not have been able to experience such exponential growth.

      It also takes courage to give and receive feedback. When leaders see employees who are not living into the company’s mission or who are engaging in behavior that may undermine their long-term success, one must risk temporary angst and speak candidly with the colleague in question.

      Similarly, it takes courage to hear constructive criticism and try to change. In business, as in life, courage is necessary for being an inspiring and influential leader.

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      2. A Commitment to Face Your Internal Demons.

      If you feel great about yourself, enter a leadership position. You are likely to be triggered in ways you didn’t think possible. You are also likely to receive feedback that may leave you second-guessing yourself and your leadership skills.

      The truth about leading others is that you get to a point where you realize that it is difficult to take people to places where you yourself haven’t gone.

      To be an influential and inspiring leader, you have to face your own demons and vow to continually improve. Influential leaders take their personal evolution serious, and they invest in coaching, therapy and mindfulness to ensure that their personal struggles do not overshadow their professional development.

      3. A Willingness to Accept Feedback

      Inspiring and influential leaders are not afraid to accept feedback. In fact, they actively solicit it. They understand that everyone in their life has a lesson to teach them, and they are willing to accept it.

      Inspirational leaders understand that feedback is neither good nor bad but rather an offering that is critical to growth. Even when it hurts or is an affront to the ego, influential leaders understand that feedback is critical to their ability to lead.

      4. Likability

      Some people will argue that leaders need not worry about being liked but should instead focus on being respected. I disagree. Both are important.

      When team members like their boss and believe their boss likes them, they are more likely to go the extra mile to fulfill departmental or organizational goals. Likable leaders are moved to the front of the line when it comes to being influential.

      Relatedly, when colleagues feel management dislikes them, they experience internal stress and can spend unnecessary time focusing on the source of their manager’s discontent versus the work they have been hired to do.

      So, likability is important for both the leader and the people she leads.

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      5. Vulnerability

      Vulnerability is critical for being an inspiring leader. People want the truth. They admire leaders who can occasionally demonstrate vulnerability. It promotes deeper relationships and inspires trust.

      When leaders can showcase vulnerability appropriately, they destroy the illusion that one must be perfect to be a leader. They also demonstrate that vulnerability is not a dirty word; they too can be vulnerable and ask for a helping hand when necessary.

      6. Authenticity

      Authenticity is about living up to one’s stated values in public and behind closed doors.

      Influential leaders are authentic. They set to live out their values and use those values to guide their decisions. The interesting thing about leadership is that people are not looking for perfect leaders. They are, in part, looking for leaders who are authentic.

      7. A True Understanding of Inspiration

      Effective leaders are inspirational. They understand the power of words and deeds and use both strategically.

      Inspiring leaders appropriately use stories and narratives to enable the teams around them to see common situations in an entirely new light.

      Inspirational leaders also showcase grit and triumph while convincing the people around them that success and victory are attainable.

      Finally, inspiring leaders encourage the teams they lead to tap into their own genius. They convince others that genius is not reserved for a select few but that most people have it in them.

      As explained in the article True Leadership: What Separates a Leader from a Boss:

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      “A leader creates visions and motivates team members to work together towards the same goal.”

      8. An Ability to See the Humanity in Others

      Inspiring and influential leaders see the humanity in others. Rather than treating their teams as mere tools to accomplish organizational goals, they believe the people around them are unique beings with inherent value.

      This means knowing when to pause to address personal challenges and dispelling with the myth that the personal is separate from the professional.

      9. A Passion for Continual Learning

      Inspiring and influential leaders are committed to continual learning. They invest in their own development and take responsibility for their professional growth.

      These leaders understand that like a college campus, the workplace is a laboratory for learning. They believe that they can learn from multiple generations in the workplace as well as from people from diverse racial and ethnic backgrounds.

      Influential leaders proactively seek out opportunities for learning.

      The Bottom Line

      No one said leadership was easy, but it is also a joy. Influencing others to action and positively impacting the lives of others is a reward unto itself.

      Since leadership abounds, there is an abundance of resources to help you grow into the type of leader who inspires and influences others.

      More Resources About Effective Leadership

      Featured photo credit: Markus Spiske via unsplash.com

      Reference

      [1] Harvard Business Review: How to Be an Inspiring Leader

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