Clear Thinking - The Business Experience



The Business Experience
Business Performance Improvement Services
for individuals, teams, and organisations

Clear Thinking

What is Thinking Intelligence®?


How do you know?

Clear Thinking

Everyone thinks they're a clear thinker.

The Bad news is that this is a self-delusion. You can never be certain that you or your team are thinking clearly at any moment. Costly thinking errors may only emerge in hindsight, after the damage has been done. And you can get stuck in one way of thinking (or the wrong way of thinking) without knowing it.

The Good news is that flexible, clear thinking skills can be learnt. You can vastly improve your chances of thinking clearly (which requires flexibility) by developing your Thinking Intelligence® on our Training and Applications Workshops.

♦ Definition of Thinking Intelligence® - advanced Whole-Brained Thinking
Structure your thinking - Business Thinking Processes 
And watch out for unconscious Thinking Traps

Thinking Intelligence®

 is applying your whole brain to ensure Clear Thinking.

It is thinking with greater awareness, structure, control, flexibility, agility, focus, and clarity.

It is the ability to break down any Thinking Challenge into a logical sequence of thinking steps (a Thinking Process)

and engage the right ways of thinking (Thinking Styles) at each stage

whilst constantly checking for Thinking Traps. 

Thinking Intelligence® Training and Applications

 Advanced-level Whole-Brained Thinking – the four-quartiles model

We all have preferred ways of thinking. Some people are Analytical (Left-Brained) whereas others are Blue-sky thinkers (Right-Brained). Some people prefer to think first (Thinkers) whilst others feel the need to take action (Doers). This is fine for specific applications that need those particular skills at that moment.

However most thinking challenges at work will require a range of different ways of thinking (Thinking Styles) to ensure clear thinking.

To get the best results and minimise the risk of errors, your leaders, teams, and individuals, need to think in, and flex between, the four core Thinking Styles of Whole-Brained Thinking

and up to 16 different specific Thinking Styles spread across the four quartiles such as Concept Thinking, Strategic, Risk, Logical, Precision, Controls, Empathy, and Customer Thinking.

For Team or group meetings it is essential to have a good ‘balance’ of preferred Thinking Styles; true Whole-Brained thinking. Or make allowances for the lack of particular Thinking Styles. For example, engineers tend to be strong Analytical Thinkers but may be weak on the range of People Thinking styles.

Our unique Training provides Descriptors and Prompts for 16 Thinking Styles
eg what Design Thinking is,  ... how to do it,  ... and how to focus your mind on it.

 Your Thinking Challenges.

What do you want to think about?

… a strategy, project plan, decision, problem, change, creating and planning new ideas …?

Your first step is to work out a structure; a stage-wise Thinking Process

Then identify which Thinking Styles to engage at each stage


        Structured thinking: working through a typical Business Thinking Process.

Most Thinking Challenges in business require a logical sequence of separate thinking actions: stages in a Business Thinking Process. Each stage will need different ways of thinking (specific Thinking Styles) and may spread across all four quartiles of Whole-Brained thinking.

Business Thinking Processes such as Strategising, Planning, Problem-Solving, Decision-Making, Change, and Innovation need the full range of Whole-Brained Thinking Styles. Many stages, such as "What could go wrong?" require several different Thinking Styles - which is one of the reasons why plans often go wrong!.

But it is also essential to check for unconscious Thinking Traps

as you work systematically through your Thinking Process


 A Thinking Trap is a mindset that deflects rational thought

 Daniel Kahneman’s international best-seller “Thinking Fast and Slow” is 500 pages about how we all suffer from Thinking Traps. "The art of thinking clearly" by Rolf Dobelli is only 326 pages. Both books show how our decision-making and judgement can be hugely influenced by unconscious bias, prejudice, fallacies, assumptions, illusions, jumping to conclusions, etc. In groups or teams. GroupThink is a hazard at all levels of seniority.

The only way to avoid these potentially catastrophic thinking errors is to deliberately check for them, at every key stage in your Thinking Process.


See Thinking Intelligence® Training and Applications Workshops

See The benefits of Thinking Intelligence®

See How we discovered the Need for Thinking Intelligence®, our research, and Classic Cases in Unclear Thinking

Have a Demo Email us for an introductory discussion on Thinking Intelligence® and a demonstration applied to any aspect of your business.