Critical Thinking and Communications

By Michael Barry, MBA, CNP – Through creative and strategic communications, I help businesses build their brand narrative, reach their audiences, respond to change, and facilitate transformation.

One of the problems we face in the communications business is a lack of time. The unfortunate byproducts are poorly worded, misguided and often reactionary messages. Making matters worse, communications often reach large and easily impressionable audiences.

Wouldn’t it be nice to have a little more time to think about what we put out there? Yet, as communications professionals, we are often on deadline, responding to a crisis, dealing with an ever more rapid news cycle and, of course, responding to the needs of our clients.

The good news is there are plenty of tools that can help: efficient workflow systems, written strategic plans, editing tools (including apps, AI and humans), clear communication with clients and, sometimes, simply a pad and pen — the old paper-and-ink approach.

For now, though, let’s talk about how critical thinking can help. At first, it may sound like something that takes more time, but with some understanding and a little practice, it is actually a time-saver. As a bonus, it leads to much more effective communications.

One can go into great depth in the study of critical thinking. There are classes, discussion groups, a Foundation for Critical Thinking, a National Council for Excellence in Critical Thinking and volumes written on the subject. With apologies to academics, theorists and other practitioners, let me say at the outset that my use of the term is reduced to its simplest essence: asking questions until there are no more left to ask. As Einstein said, “Everything should be made as simple as possible, but not simpler.” Just make sure your working definition of Critical Thinking includes objectivity, open-mindedness, and deep inquiry.

Critical thinking involves gathering information from a variety of relevant sources, objectively analyzing that information, probing deeper, evaluating both tangible and intangible aspects — the obvious and the not-so-obvious — and imagining the implications of a course of action. In a nutshell, it involves asking “why?” and, not satisfied with the answer, asking again. It demands imagination (reality-based, please), a readiness to be surprised, and a willingness to admit when you are wrong.

Critical thinking has been a tool of thought leaders for more than 2,000 years. In the fifth century B.C., Socrates developed the Socratic method as a dialogue between teacher and students in which the teacher continually probed further, asking more questions to explore and expose underlying beliefs. A great deal of Western philosophical thought has employed this method and continues to do so today.

On the spiritual side, the Dalai Lama said critical thinking is the most important “meditation” one can engage in. More precisely, he said, “critical thinking followed by action.” This, he suggested, is the way to know oneself, to understand the stories we live in and the plot of the human drama. Through critical thinking, we can better understand not only the world around us but also ourselves and how we can best communicate and connect with that world.

So why is this important in communications?

When faced with decisions about the strategy and tactics of almost any campaign, complete objectivity is usually compromised. Why? Because we all have attachments, emotional and otherwise, to the things or ideas we are trying to communicate. We tell ourselves stories about situations, true or not, and we often have preconceived notions about how others will interpret our messages. We want people to see the value of what we have to say simply because it is good or meaningful (at least to us), but that is not how things work.

So how do we put critical thinking to work?

Let’s say we are working on a client campaign to increase donations to a regional nonprofit that educates business leaders about the benefits of sustainable practices and “going green.” The nonprofit’s program managers, experts in their field, want to share messages about how installing solar panels or using smart metering technology can reduce carbon dioxide or methane output by a certain number of tons per year. They have data to support their point and can offer help with calculations, recommend solutions, and provide expert technical assistance.

As communications professionals skilled in critical thinking, we can help the client create more effective messaging by initiating a discussion and asking questions such as:

• What are you hoping to accomplish for the organization?
• What actions do you hope message recipients will take?
• How many audience segments are there, and do we need different messaging for each?
• Do we have any biases we are not aware of?
• Are we using language that is meaningful to the audience?
• Can we reduce or eliminate jargon and acronyms?
• Is this the best time for this campaign?
• What external factors might influence perception of our message?
• What meaningful changes might occur if the audience accepts our ideas?
• How do our suggestions affect communities that work with or purchase from the target businesses?

Each of these questions — and many more — can be further explored with prompts such as, “Can you elaborate?” or “Is there anything else you can tell me?” and, of course, the ever-important question: “Why?”

This is often the most difficult question to answer. In fact, the goal of a critical thinking exercise is not always to arrive at a definitive answer. The real value is often in the process itself, and the insights gained along the way.

Critical thinking is just one component of a Transformational Communications Framework I have developed, but it is a crucial one. If we adopt critical thinking as a tool and practice it, we will improve. And as we improve, we become faster. Eventually, it becomes second nature. When that happens, we not only save time, but we create messaging that truly communicates, connects, and creates change.