HBR Guide to Critical Thinking
Various Contributors in Collaboration with HBR Editors
Harvard Business Review Press (January 2023)

How to master the skills needed for high-impact decision-making and problem-solving

As you no doubt know already, Harvard Business Review Press  publishes several series of anthologies of articles previous published in HBR. This book is one of the most popular volumes in a series that anthologizes what the editors of the Harvard Business Review consider to be “must reads” in a given business subject area. In this instance, critical thinking. Each of the selections is eminently deserving of inclusion.

If all of the 24 HBR articles were purchased separately as reprints, the total cost would be about $170 and the practical value of any one of them far exceeds that. Given the fact that Amazon US now sells a paperbound edition for only $2.10 that’s not a bargain. It’s a steal.

The same is true of volumes in other series such as HBR Guide to…, Harvard Business Review on…, and Harvard Business Essentials. I also think there is great benefit derived from the convenience of having a variety of perspectives and insights readily available in a single volume, one that is potable.

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Those who read HBR Guide to Critical Thinking can develop the cutting-edge thinking needed to achieve a decisive competitive advantage.

More specifically, they will learn the dos and don’ts with regard to HOW TO question your assumptions; keep an open mind to opposing viewpoints; sidestep cognitive bias; use data — when appropriate; grow comfortable with ambiguity; and find innovative and creative solutions

Here’s a random selection of strategic objectives that contributors discuss with cutting-edge insights.

o Helen Lee Bouygues on improve critical thinking skills within a workplace environment
o Jesse Sostrin on the importance of allowing yourself to think clearly without distractions
o Adam Brandenburger on the need to “defamiliarize yourself from what you think you know”
Note: Recognize and then eliminate all of your unknown unknowns (i.e. what you think you know/understand but don’t)
o Rosabeth Moss Kanter on when — and on what — to focus and when to move on
o John Coleman on training your curiosity to ask the right questions that produce the right answers
o Tom Pohlmann and Neethi Mary Thomas on arriving at much sounder conclusions and avoid tedious rework

o Cheryl Strauss Einhorn on how to see past your blind spots
o Francesca Gino on the need to engage and learn when viewpoints and opinions differ, and especially when they clash.
o Walter Frick on three ways to improve decision-making skills: Be less certain, Ask “How often does that typically happen?”, Think Probabilistically — and Learn Some Realistic Probability
o Roger L. Martin on developing the skills and mindset of an “integrative” thinker
o James R. Bailey and Scheherazade Rehman on gaining insights when experiencing surprise, failure, and frustration
o Helen Tupper and Sarah Ellis on improving critical thinking skills with daily exercises

The HBR Editors have selected an abundance of material that, in their words, “will help you navigate your most challenging issues, from difficult problems to tough decisions to complex scenarios. By carefully observing the situation, gathering information, inviting other perspectives, and analyzing what’s in front of you, you can move forward with confidence while building this essential leadership skill.”

I wish you great success when attempting accelerate your personal growth and professional development.

I also presume to offer two suggestions when reading HBR Guide to Critical Thinking or any other of the invaluable resources published by Harvard Business Review Press: Highlight key passages, and, record your comments, questions, action steps (preferably with deadlines), and page references as well as your responses to questions posed in exercises and to lessons you have learned. (Pay close attention to introductory head notes and end-of-chapter reminders.) These two simple tactics — highlighting and documentating — will facilitate, indeed expedite frequent reviews of key material later.