Framework
Core Abilities
Definition
Core Abilities are critical, creative, and systems thinking: examining a claim, generating alternatives, and considering relationships and consequences. Their application depends on relevant knowledge, context, and practice.
Three contributions to one decision
Critical thinking examines the claim and its evidence. If a project is late, what supports the explanation that it needs more people?
Creative thinking considers alternatives. Could a different sequence, smaller release, or changed approval process address the constraint?
Systems thinking examines relationships and consequences. If another team's specialist joins the project, what happens to that team's commitments?
These are ways to describe thinking in use. They are not personality types, separate brain regions, or a guarantee of expertise in an unfamiliar domain.
Designing practice
Give someone a consequential choice and enough information to work with. Ask for an explanation, introduce relevant new information, and let them revise. A useful record includes the evidence they sought, the alternatives they considered, and the consequences they anticipated.
Knowledge matters. Transfer to another role or domain should be investigated through relevant tasks, not assumed because a person performed well once.
Related concepts
- What-to-think vs. how-to-think · Knowledge supports judgment. Practice gives people opportunities to use it when the answer is not already supplied.
- The Thinking Effect · Examine an assumption, make a decision, learn from what happens, and try again.
Where this comes up
Bring a real problem
What does your learning need to change?
A role people are struggling with. A decision that keeps going wrong. A capability you need to see before giving someone more responsibility. Start there.