Innovation means looking at things differently, and critical thinking is the discipline of separating what feels true from what is true.
From experience, I know people often approach problems with the same assumptions and expectations that created those problems in the first place. The results are predictable — and usually disappointing — because the changes don’t feel worth the effort.
The problem isn’t effort; it’s perspective. That’s why teams need to think differently — and think critically.
Teams strengthen critical thinking when they build psychological safety, encourage diverse perspectives, challenge underlying assumptions instead of accepting the status quo, and use open‑ended questioning. This collaborative process prevents groupthink, minimizes cognitive bias, and drives objective decision‑making. And real change.
Not change for its own sake — but the kind that actually improves things.
When I first joined the Golden Nugget, turnover in Housekeeping was higher than I thought appropriate. The general assumption was that the work was simply too hard. Instead of accepting that, we visited more than 100 departed housekeepers and learned the real reason: they felt supervisors focused mainly on what wasn’t done rather than what was. That one insight inspired us to begin catching employees doing things right. Turnover in that department dropped by 75%.
That progress came from asking progressively deeper questions about the work, the way supervision was applied, and the strategies we could test. We piloted the approach with a small group of employees and supervisors. Not everyone was convinced at first — but multiple trial runs proved the concept.
And once the evidence was undeniable, the real leadership work began. Just like yesterday’s lesson, involving line employees, supervisors, and management together created ownership and pride when the new approach worked. Not with slogans or band‑aids, but with hard work and a commitment to real improvement.
Together, we learned that critical thinking isn’t about skepticism — it’s about thoroughness. It replaces assumptions with evidence.
That’s the difference between reacting to what’s obvious and recognizing what’s true. It’s harder work — but far more effective. That extra effort turns information into insight instead of noise.
Apply that discipline to your challenges — and watch what changes when you stop assuming and start understanding today.
Sir Antony Rupert Jay (1930 – 2016): English writer and broadcaster.[1]
[1] With Jonathan Lynn, he co-wrote the British political-satirical comedies Yes Minister and Yes, Prime Minister (1980–88). He also wrote The Householder's Guide to Community Defence Against Bureaucratic Aggression (1972). For his career as a broadcaster and in public relations, Jay received a knighthood in the 1988 New Year Honours.[3] He also wrote the 1969 BBC television documentary Royal Family and a 1992 book about Elizabeth II called Elizabeth R,[2] after which he was appointed a Commander of the Royal Victorian Order for personal services to the Royal Family in the 1993 New Years Honours list.
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