strengths and weaknesses of critical thinking in hr

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Why critical thinking is so important.

Updated: Oct 16, 2020

What Is Critical Thinking

Critical thinking is the intellectually disciplined process of actively and skillfully conceptualizing, applying, analyzing, synthesizing, and/or evaluating information gathered from, or generated by, observation, experience, reflection, reasoning, or communication, as a guide to belief and action. In its exemplary form, it is based on universal intellectual values that transcend subject matter divisions: clarity, accuracy, precision, consistency, relevance, sound evidence, good reasons, depth, breadth, and fairness.

Value of Critical Thinking

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Helen Lee Bouygues

Reboot Foundation

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Improving the workplace through critical thinking

A lot of the problems in business — and in human resources — can be traced back to a single root: bad thinking. Over the course of my career as a consultant, I’ve seen business leaders make abysmal decisions based on faulty reasoning, and I’ve seen HR managers fail to recognise their own innate biases when addressing employee complaints and hiring decisions.

Let me give you an example. I was once asked to help turn around a large, but faltering, lingerie company in Europe. It didn’t take too long for me to see what the problem was: the company’s strategy assumed that all their customers everywhere pretty much wanted the same products.

Company leaders hadn’t done their research and didn’t really understand how their customers’ preferences varied from country to country.

In the UK, for example, lacy bras in bright colours sold the best; Italians seemed to prefer beige bras without lace; and Americans opted for sports bras in much, much larger numbers.

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Without realising it, they were making business decisions on faulty assumptions and bad information. However, a new strategy based on market-dependent research quickly helped turn things around.

Using feedback to get outside of your own head

One huge advantage consultants have over internal employees is simply that they are outsiders. Consultants obviously won’t know the ins and outs of the business as well as internal managers, but because of that, they also haven’t developed the biases and assumptions that can constrain employee thinking. In short, employees are sometimes too close to the problem.

Now, there are a lot of exercises and routines you can employ to make sure you don’t have blinders on when you’re confronting new problems or challenges.

Perhaps the easiest way to do this is through feedback. Of course, feedback can be tricky. No one likes to be evaluated harshly, and without the proper mechanisms in place the value of feedback may be lost amid negative interpersonal dynamics.

One of the best things an organisation can do is to implement clear and explicit practices and guidelines for feedback between managers and employees.

Feedback should be cooperative rather than antagonistic. It should give both parties the opportunity to reflect on, explain, and refine their reasoning. And it should be explicit, preferably using both written and oral communication to find flaws in reasoning and tease out new solutions.

Making conflict productive

Conflict is inevitable in a workplace. It’s how conflict is managed that can determine whether an organisation thrives. The key to good decision-making in group settings is productive, rather than destructive, conflict.

The best decisions emerge from a process in which ideas have to do battle with one another and prove their worth in group discussions. Without some conflict, organisations fall prey to group-think , where everyone goes along with the consensus.

Again, process is crucial here. The best organisations have clear guidelines and structures in place to ensure decision-making proceeds productively.

Decision-making practices should also include mechanisms for avoiding groupthink, by, for example, soliciting opinions in writing before a discussion and by composing groups with a diverse range of backgrounds and opinions.

Finally, leaders must truly value dissenting opinions. Special consideration should be given to ideas that go against the grain. Even if they lose out in the end, dissenting opinions make the final decision stronger.

Dissenters will also be more likely to buy into a decision that goes against their views if they feel their voice has been genuinely heard.

Thinking through individual goals critically and creatively

A key component of workplace happiness is employees’ sense that they are working toward something , both in terms of overall organisational goals and in terms of personal and professional growth.

Regular reflection on individual goals is vital to sustaining a healthy workplace culture. It also encourages more thoughtful work and allows employees to see day-to-day tasks in a broader context, helping them avoid burnout and monotony .

HR professionals can implement regular systems that allow employees to intentionally formulate these types of goals and understand how their work can be integrated more fully into achieving those goals.

Organisations can also grant employees time to pursue passion projects, like Google has, to give workers the freedom to develop ideas and products beneficial to both themselves and the company.

Creative and critical thinking is integral to organisational success, but it is too often assumed that employees and organisations either have it or they don’t.

The truth is that good thinking can be fostered with intentional, structured systems in place for feedback, argument, and reflection.

Helen Lee Bouygues is founder of the Reboot Foundation

Further reading

Managing the upside-down: lessons from Stranger Things

LinkedIn’s dyslexic thinking skill: de-stigmatisation or discrimination?

When the workplace needs love contracts

What’s in a name: supporting workplace inclusivity through #MyNameIs

Black inclusion in the workplace – the art of inclusive recruitment

The power of design thinking

Why we need to ditch the job description

Why microclimates have the power to change workplace culture

  Critical Thinking in HR 

Although we may not have been aware of it, critical thinking has always played an important role in business. Have you ever been in a meeting with senior management making a business case for a HR policy only to find your sound case was derailed? Someone in the room may relate it to something that didn’t work in the past, causing your valid arguments to be lost? If this sounds familiar, that person may have applied their critical thinking skills to the situation to your detriment. 

Opportunities to share ideas with senior management or outside stakeholders may not present themselves regularly. To make the most of them it is important people professionals can identify and employ critical thinking skills. 

It is also an area employers surveyed by the World Economic Forum identified as essential to the future of work across many industries. Critical thinking and analysis topped a list of ten skills  employers believed would be required in 2025. 

What are critical thinking skills?

Before we delve into why critical thinking matters for people professionals and how you can develop your critical thinking skills, it is important to define the term. Critical thinking is a process of conceptualising, analysing and evaluating information gathered from observation, experience or communication to guide belief or action. For people professionals there are three key areas relating to the skill:  

• Critiquing the ideas and arguments of others
• Constructing our own ideas and arguments
• Identifying when others are using critical thinking 

Critical thinking helps people professionals make decisions in a more reflective way. These decisions are less likely to be biased , crucial for HR leaders.

Why is critical thinking important in HR?

HR and People management involves solving a multitude of problems for your business. Critical thinking is important in people management because it helps us avoid making decisions based on:

• Incorrect assumptions
• Unreliable sources
• Unconscious biases 

Having strong critical thinking skills enables HR professionals at all levels to collect and process information in a structured way aiding the problem solving process. 

Critical thinking also helps people managers engage in strategic conversations with internal business partners from professions where critical thinking is a central part of their role like legal professionals, engineers or C Suite management. HR teams are often asked to facilitate meetings around complex or difficult strategic issues amongst other parts of the business. With critical thinking knowledge you are likely to be in a better position to do this but also to facilitate stakeholder thoughts in a more structured way.

How to develop critical thinking skills?

Fortunately, critical thinking skills are not inherent, it is something that can be learnt or improved upon. If you feel your skills need some improvement we have found 6 ways HR professionals can improve critical thinking skills :

1. Question your own thinking

It is natural for all human beings to develop a pattern of thinking that we use to navigate life and work. As a HR leader it is easy to believe something must be correct because it has ‘always been done that way’. Critical thinking helps us to break out of those patterns of passive thinking where little changes. Instead, it asks us to question how we think and look for problems that could be solved to make a situation or process better. 

2. Discern relevant data

The digital age means we are often overwhelmed by data. It is important that people managers remember that not all data is useful or relevant. As critical thinking skills improve it should become easier for you to divide information into what to ignore and what to pay attention to.

3. Explore new ideas

It can sometimes be intimidating or threatening when you are faced with new ideas, especially in such a regulated area. In order to grow as a professional, it is important to explore new ideas. Speak to colleagues or people in other departments for input on how things could be done. Take a professional development course in an area of interest or read up on new developments in the industry that your business might be able to employ.

4. Encourage alternative views

Often businesses get stuck in a cycle of short-term thinking. Getting things done to reach immediate goals at the expense of the bigger picture. Developing an organisational culture that is open to alternative views is an important part of facilitating critical thinking. Don’t just wait for colleagues to challenge the status quo, actively encourage it through:

• Informal conversations
• Brainstorms

When provided with the space to do so, you and your colleagues may come up with many alternative ideas that challenge existing processes and procedures across the organization.

5. Take time to decide

A quick decision is the enemy of critical thinking. If you regularly make decisions on the fly, take time to reflect on whether with the benefit of hindsight they were always the right one. As a people manager it is important to take time to think about important decisions. Particularly those that are going to impact the entire organisation.

If you love a proposal, take some time to think about potential negative implications. Try to look at it from a number of different viewpoints, put yourself in the shoes of someone of a different:

• Level in the organisation

How will your decision impact each of them? If it is a very significant change, it might be worth interviewing a spectrum of people for their opinion before you make a final decision. Take a similar approach to decisions you don’t like, just because you don’t like an idea does not mean it is not the right thing for the wider team or organization as a whole. 

6. Avoid assumptions

The old adage making an assumption makes an ass out of you and me is most certainly true when it comes to critical thinking. Before you unintentionally jump to a conclusion ask yourself:

a.            What are the facts?

b.            Is there a relationship between cause and effect?

c.            Is the language used to describe the issue is ambiguous or clear?

          These questions will help you avoid falling back on something you believe to be true without any proof. 

TedTalks to improve your critical thinking skills

Prefer to learn by watching or listening? The experts at TED have created some useful talks on the subject of critical thinking:

1.  5 tips to improve your critical thinking

Samantha Agoos takes us through a five step process we can apply to decision making in any area of life.  

2.  Encourage critical thinking with these 3 questions

Eric Wilberding shared the Socratic Method of critical thinking developed by Socrates one of the founding fathers of philosophical thought.  

3.  How can you change someone's mind

Hugo Mercier demonstrates how critical thinking skills can be used to change the minds of others. Particularly useful for people managers who have to influence others within the business. 

The most important thing to remember when it comes to using critical thinking effectively is there is no one right answer. You can use this skill to create a number of options, all of which may work well.  Although people management may be fraught with difficult decisions. International health insurance for your expat employees does not have to be one of them. We offer tailor made solutions for businesses of all sizes. Get in touch with us today to discover more. 

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How HR Executives Rank Their Top Strengths and Weaknesses

In recent years, the business landscape has undergone significant changes, leading to an increasingly volatile, uncertain, complex and ambiguous (VUCA) working environment. The COVID-19 pandemic, rapid technology advancements and geopolitical tensions have introduced unprecedented disruptions to organizations and, thus, to the HR function. An organization's success is dependent on its C-suite successfully navigating this ever-evolving environment.

So how well are HR executives handling these turbulent times? And which skills do they see themselves as mastering … and muddling? SHRM Research conducted a new survey that asked 258 U.S. HR executives to evaluate their own leadership.

While HR executives acknowledge that their jobs are more difficult in this current VUCA environment, a majority show confidence in their current leadership abilities. Nearly a quarter (23 percent) say they are "thriving" when asked to assess their own leadership in the current VUCA environment. More than half (52 percent) say they are "comfortable, but not thriving" and 24 percent say they are "coping, but it is difficult." Only 2 percent say they are "struggling to adapt."

These HR executives were also asked to assess their leadership effectiveness. They were given a list of 16 leadership behaviors and asked to rank how effective they are at engaging in each behavior, with 1 being their most effective behavior and 16 being their least effective. In the chart at the bottom of this article, you'll see the full list of 16 behaviors and the percentage of HR executives who ranked each behavior among their top five (strengths) and their bottom five (weaknesses), as well as the percentage who ranked each behavior as their absolute top strength or biggest weakness.

The survey findings reveal that HR executives feel they excel in a few key areas of importance that directly relate to their ability to evolve in these turbulent times. But they also see opportunities for improvement, particularly in building a network to expand their skills and careers.

( Jump to interactive chart .)

HR Strengths

HR executives reported high effectiveness in their abilities to strategize and quickly adapt to changing circumstances (51 percent and 44 percent, respectively, ranked these in their top five most effective behaviors). In the VUCA environment, strategic thinking and adaptability are crucial characteristics for leaders to thrive in their roles. In fact, in a separate question in this survey, HR executives identified the same two abilities—to strategize and to adapt—as crucial for their organizations' success, both currently and in the year 2030.

Leaders who successfully weathered the challenges of the COVID-19 pandemic and emerged stronger were likely the ones who demonstrated exceptional strategic thinking and adaptability. Strategic thinking equips leaders to analyze complex situations, anticipate challenges and make well-informed decisions. And adaptability enables leaders to respond swiftly to unexpected developments, ensuring the ability to seize emerging opportunities.

More than 4 in 10 HR executives (42 percent) also cited among their top five strengths the ability to collaborate. This essential HR skill became even more important during the past three years as HR leaders have had to work together with various internal and external groups to navigate the pandemic's many twists and turns. C-suite collaboration is also an increasingly important skill for CHROs in the post-pandemic workplace.

TOP 5 STRENGTHS Percentage of HR executives who listed each behavior among their top five leadership skills (out of a list of 16)

Strategize …………………51%

Adapt ……………………….44%

Collaborate ………………42%

Be Accountable ………..40%

Deliver ……………………...38%

HR Weaknesses

Despite these strengths in strategic thinking and adaptability, the survey revealed that HR executives perceived networking and delegation as their main areas for potential improvement, with 67 percent and 54 percent, respectively, ranking them among their bottom five leadership attributes.

Networking has become an essential aspect of modern leadership, enabling leaders to gain diverse perspectives, share knowledge and foster collaborative partnerships. Yet, SHRM Research previously found that only 58 percent of HR executives frequently discuss current HR issues with an external network of leaders ( Evolving Role of the CHRO, SHRM Research, 2022).

The weakness in networking might be influenced by the significant amount of time and energy that networking requires, and by HR executives' preference to focus their time and efforts within the organization rather than outside. However, it is critical for leaders to build social capital both inside and outside of their organizations. Leaders who invest in networking stand to benefit significantly, gaining valuable insights, seizing opportunities and learning from other successful organizations. Effective networking can bridge knowledge gaps, enhance the organization's understanding of market dynamics and foster innovation. ( Tips on networking .)

The identification of delegation as a potential area of improvement by more than half of HR executives is noteworthy. Effective delegation is critical because it can impact a leader's overall effectiveness and performance in other areas, including strategy and networking. When leaders fail to delegate effectively, they might find themselves with little time or mental capacity for strategic thinking or building relationships with others inside or outside the organization. ( Tips on delegating effectively .)

5 BIGGEST WEAKNESSES Percentage of HR executives who listed each behavior among their bottom five leadership skills (out of a list of 16)

Network ………….…67%

Delegate ……………54%

Innovate …………….43%

Facilitate …………...43%

Advocate …………...37%

The bottom line: As the business landscape evolves, strategic prowess, adaptability, delegation and the power of connection—both internally and externally—remain at the heart of leadership. HR executives who develop these competencies are better positioned to navigate the complexities of the VUCA environment.

Ragan Decker, Ph.D., is a researcher at SHRM. 

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What Really Helps Employees to Improve (It’s not Criticism)

May 16, 2019 • 10 min read.

Author Marcus Buckingham defied much of HR’s accepted wisdom in his keynote at the recent Wharton People Analytics Conference.

“Some employees have more potential than others.”

“The best employees are well-rounded individuals.”

“People can reliably rate others’ performance.”

It’s safe to say most HR professionals wouldn’t take issue with these basic tenets. But Marcus Buckingham flat-out calls them “lies.”

In fact, Buckingham defied much of HR’s accepted wisdom in his keynote at the recent Wharton People Analytics Conference . The head of people and performance research at ADP Research Institute and a bestselling author, he drew in part from his new book Nine Lies About Work: A Freethinking Leader’s Guide to the Real World , co-authored with Ashley Goodall, a senior vice president of leadership and team intelligence at Cisco .

Buckingham is perhaps best known as one of the founders of the strengths-based movement in HR, which holds that leaders should help people recognize and exploit their existing strengths rather than focus on remediating weaknesses. He authored the 2001 book Now, Discover Your Strengths (republished as StrengthsFinder ) with the late Donald O. Clifton, a psychologist and former chair of Gallup. The book contains the Clifton Strengths Finder, a personal assessment test featuring over 30 “talent themes” to help people identify their strong points. The themes range from “Achiever” (having a constant drive for accomplishing things) to “Ideation” (being able to unite disparate ideas) to “Woo” (good at Winning Others Over).

“The best managers individualize,” Buckingham explained about his research. “What they’re really doing is looking for every person’s source of strength and then leveraging that intelligently. They don’t fight against who you are.” He views the strengths-based movement as a critical change of direction from the (however well-intentioned) “remedial deficit thinking” that he says has traditionally characterized HR.

In Buckingham’s view, the very definitions of “strengths” and “weaknesses” need to change. We shouldn’t be thinking of the concept as “this is what you’re good at and this is what you’re bad at” because we could easily have a knack for a type of task we despise. Strength should be defined as an activity that energizes and engages you, he said, and weakness as an activity that drains you or drags you down even if you do it well.

“The best managers individualize…. They don’t fight against who you are.”

Once these definitions are altered, he said, individuals become the best source of truth about their own strengths. For example, you may feel strengthened by the activity of finding patterns in data. A boss or teammate’s role, then, is to help you put that activity to its best use, perhaps suggesting you find a better way of demonstrating patterns, or explaining them to people, or finding patterns that are actionable. Buckingham summed up, “I’m the truth-teller about what strengthens me. You [the supervisor or peer] can be the truth-teller about how to navigate it so it’s useful.”

In Nine Lies About Work , Buckingham and his co-author write about some of the larger issues behind what they see as necessary shifts in HR thinking. “The world of work today is overflowing with systems, processes, tools and assumptions that are deeply flawed and that push directly against our ability to express what is unique about each of us in the work we do every day.” They state that in studies of global worker engagement, less than 20% of workers report being fully engaged at work. Moreover, they write, we have been experiencing a global decline in productivity since the mid-1970s.

Interviewing Buckingham was Wharton management professor and bestselling author Adam Grant, who mentioned that the strengths-based movement has been adopted by major organizations such as McKinsey and Facebook. He asked if there was a danger, though, to having people focus mainly on their existing strengths: namely that they will overuse them. He cited studies demonstrating that relying too much on one strength can itself become a weakness.

As an example, he described an extremely charismatic colleague who never prepares before he gives a talk. “The talks are really rambling and they go way over time…. He feels strengthened by relying on that charisma, but it hurts his performance.”

Buckingham disagreed with Grant’s point. If you think you can ever have too much of a strength, he said, then your managerial coaching will sound like this, he said, turning to Grant: “‘Be less of yourself, Adam.’” The recipient of that advice will inevitably feel, “Well, how do I metabolize that ?” Buckingham said.

He supplied an alternative scenario, of coaching a hypothetical employee who is “super-assertive”: “Listen, you’ve got a great strength…. Stop pissing people off and start using that to persuade them to do something that they didn’t intend to do.” This tactic opens a conversation about ways that might be accomplished, Buckingham said. “Now all of a sudden you’re leaning into yourself.” In another scenario, an employee might have the strength of being very empathetic, but “you can’t be crying all over people all the time … [so] we’re going to help you channel that productively.”

Remember, he said, a strength is just an activity that empowers you. It’s morally neutral, and you can use it for ill or for good. “What we’re talking about here is how to use your strength intelligently.” (For more on this theme — and to hear the debate between Buckingham and Grant — listen to “ When Strength Becomes Weakness ” on the TED podcast WorkLife with Adam Grant .)

“We’ve made a god of the wrong thing. We need to make a god of individualized attention, not critical feedback.”

Does Feedback Work?

Grant asked Buckingham to address the claim in his book that people don’t need feedback. Grant strongly disagreed, saying, “It’s sort of blasphemy…. There are people who have lived their whole lives saying, ‘The only way I get better is to get feedback.’” They discussed the current trend of receiving increasingly frequent feedback from not only managers but colleagues, which at many firms is supplementing or even replacing the annual performance evaluation.

Buckingham said that while people definitely should be given feedback when they get facts wrong or miss procedural steps, true excellence in a job is “a whole bunch more [than that]…. You can get the facts or steps right and still be really, really, average.” How to excel can’t be imparted through feedback, because feedback is based on other people’s experiences, not ours.

“I can tell you a few of my reactions [to things], but me rating you, me giving you feedback on your executive presence or your business acumen [would be] absurdly arrogant on my part,” he said. And advice-giving he called “the oddest thing in the world,” saying that for you to succeed at anything is an emergent property of your own natural reactions, plus the way in which you channel those reactions productively.

He shared an anecdote of working with his co-author on their book. When it was time to record the audiobook, Buckingham, being seasoned at the task whereas Goodall had never done it, thought he would offer advice. “Imagine you’re just talking through the screen to [actual] people…. it’s a very intimate thing.” As it turned out, the technique wasn’t at all useful to Goodall, who found his own method. He compared it in his mind to sight-reading music at the piano; always staying slightly ahead of yourself, aware of what’s coming next.

“Of the thousand pieces of advice I was about to give him, that was the thousand and first,” Buckingham said. He noted that the way we learn is “we add more buds on existing neural branches; we don’t take our own branches and insert them into [someone else’s] brain.”

He added: “We’ve made a god of the wrong thing. We need to make a god of individualized attention, not critical feedback.”

Should High-potentials Get All the Goodies?

Traditional notions about high-potential employees did not escape Buckingham’s criticism. He takes issue with the common practice of identifying certain employees as “HiPo.” For one thing, he said, potential cannot be measured. “Show me the people analytics that has been taught anywhere, ever, that showed you could measure something in [an individual], independent of context or situational role, that’s called ‘potential.’” Nevertheless, he said, companies will claim that certain people “have a lot of it and you have none of it…. [This is] just made up,” said Buckingham.

“If we start measuring the traits of leaders, the first thing that strikes you is just how many leaders don’t have them.”

He noted that in any big company, individuals who have been labeled HiPo “get all the goodies and everybody else doesn’t…. It’s morally reprehensible.” He asserted that potential is something that everyone has. “Any sort of human can grow and learn and get better,” he said. “It’s not a fixed mindset versus a growth mindset…. All of us have a growth mindset. The question is, where do you learn and grow the most?”

In Buckingham’s view, another quality which cannot be defined is leadership. He agrees that “followership” can be measured — by the overall success of your team, or people’s willingness to give you their attention — but not leadership, despite what he termed a $50 billion industry built around describing it.

“If we start measuring the traits of leaders, the first thing that strikes you is just how many leaders don’t have them,” he said. According to his research, good leaders are idiosyncratic. When analytics professionals conduct pre-employment selection assessments, trying to identify how “all of these people have all of these [qualities]” it doesn’t pan out. The candidates may all have a high total score, but within that are peaks or spikes indicating substantial differences.

“You want Richard Branson to look and act exactly the same way as Warren Buffett, but he doesn’t,” said Buckingham. We’ve told ourselves that there’s a leadership “thing”: If you could just learn it and imbibe it, you become a leader, he noted. “There’s no data on that. In fact most of the data pushes exactly in the opposite direction.”

In Nine Lies About Work, Buckingham and Goodall argue that corporations’ increasing insistence that people be well-rounded and accept others’ feedback comes from the desire of top leaders to achieve simplicity and order. While this desire is understandable, they write, it “easily shades into a desire for conformity.” Before long, that conformity threatens to extinguish individuality.

Overall, Buckingham argues for a focus on the individual — and on people’s powerful and unique abilities as they themselves understand them — for their own benefit and that of their companies. “People are at their strongest when they’re standing in their strengths,” he said.

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3 Examples of HR Strengths and Weaknesses: How to Be a Great HR Leader

Performance Management, Supercharged

Human resources professionals are there for all of the ups and downs of people management. We get to make job offers and help employees understand benefits, but we are also responsible for giving bad news and enforcing changes at work. Working in HR is a rewarding and gratifying career, but it’s not without challenges.

Despite the challenges, most in HR find their job to be rewarding. According to SHRM , an incredible 95% of HR employees surveyed had high “meaningful work” scores, which means they responded positively to questions about their happiness at work.

To be a successful practitioner, you should be aware of some common HR strengths and weaknesses. Learn some of the actions that make great HR leaders and common weaknesses that can hinder success. First, let’s take a quick look back at the history of human resources.

HR History, Explained

In the early 1900s, companies were doing essentially what we’re doing today — figuring out how to retain employees and improve performance. Like today, reducing turnover , additional compensation structures, and collecting grievances were their focus.

“By the 1930s, human resources started to become and be seen as advocates for employees and the reason for that, frankly, was because companies were trying to keep unions out. The idea of being able to tell people at the top of the company: ‘Hey, the workers are unhappy about this’ really mattered because they cared whether workers were unhappy because they thought they might unionize otherwise. In that period, HR developed this kind of reputation as being the workers’ advocate and that’s probably true up to 1970.” - Peter Cappelli, Professor of Management at The Wharton School

But as the federal government began to adopt union policies as legislation, post-war unions saw a decrease in power and as a result, HR’s role started to shift. Rather than the protector of the employees, they became more like the defender of the company. After all, there were regulatory issues, compliance matters, and plenty of worker protections passed in the interim decades. Enforcement and compliance became HR’s main job.

Today’s HR leaders find themselves struggling to bridge the gap between fulfilling their employee guide and manager role while also ensuring the company is compliant with labor laws. Perhaps that’s why we dissect the qualities that make great HR leaders so frequently.

Though they vary individually, the strengths and weaknesses of HR leaders do have similarities. There are also clear patterns when it comes to weaknesses. Let’s dive into examples of HR strengths and weaknesses.

HR Strengths for Successful Leaders

Hr strength #1: prioritize learning and development.

Great HR leaders value learning and development — both for themselves and for the employees they manage. Those that want to grow in the industry look for organizations that offer HR-specific leadership development programs. They join professional associations, attend conferences, take classes, and maintain their certifications. They also keep up with HR news, including changing requirements and trends.

Strong HR departments spearhead learning strategies that encourage employee growth, like mentoring and coaching. Your team can advocate for organizational mentorship and coaching programs that help employees excel and increase engagement.

HR Strength #2: Advocate for Employees

HR was built to bridge the gap between the employer and employee. When a worker has an issue with coworkers, leadership, or employment terms, they are directed to HR. The same is true for executives. When a decision is made, it is HR who will navigate the communication and anticipate the backlash.

A great HR leader understands that advocating for employees, whether in the form of more autonomy, sick leave, or other benefits, is an investment in both the employees and the company. This may be your HR team’s greatest strength if your strategies include getting employee feedback on benefits and policies and listening to their suggestions and concerns.

HR Strength #3: Understand Compliance

HR professionals specialize in everything from compensation and benefits to employment law because employment is filled with rules and nuances. The HR team is the knowledgeable resource executives trust to keep company hiring and management processes compliant and secure.

Employers lean on HR to ensure the organization is meeting regulations and remaining current on local and national expectations. Legislation regarding work and employees are constantly changing at both federal and state levels. Great HR managers stay on top of these changes and ensure their workplace and their people are compliant.

Common Weaknesses of HR Professionals

Hr weakness #1: ignore the “finance part”.

Only 25% of HR departments would say they have a “collaborative” relationship with their finance team. While finance and HR don’t seem to have much in common, they’re actually closely related. Both teams manage important business assets and maintain balance — whether across business finances or its workforce.

For HR, it is important to understand how financial data and analytics should influence hiring and management decisions. Yes, you have to spend money to produce productive employees, but the efficiency of funds is key for both the business’s bottom line and the satisfaction of workers.

“COVID has certainly highlighted the importance of the role of human resources in a business. What HR has had to navigate through has been nothing short of the biggest challenge the profession has faced in history, to the phenomenal opportunity it provided to shine a light on the impact of the role of HR leader.” - HRD

HR Weakness #2: No Strategic Foundation

Human resources are absolutely a strategic function, and the future of work trends point to its increasing importance. That’s why it’s important that your HR strategies have a solid foundation.

To be effective and get support from other departments, HR strategies must be:

• Aligned with company objectives
• Supported by people management data

HR data and analytics can help make the connection between data and goals. Aligning strategy with goals is not only useful for furthering those goals but also shows the rest of the company exactly how HR plays a role. Data informs better strategy within HR but also speaks a more common language throughout departments, especially operations.

Data and goal alignment is especially important as HR leaders are in charge of change management, whether it’s rolling out a new health plan or adding a policy to the employee handbook. With a data-backed strategy, HR leaders can explain more about the why of a new policy, procedure, or plan and get everyone on board.

Easing that disconnect and simplifying data collection is exactly what propelled the creation of ClearCompany’s Talent Management solution . Our platform eases the administrative burden and each module from Applicant Tracking to Onboarding to Performance and Engagement also increases transparency. Every HR solution is powered by a core Talent Management System that uses the company mission, competencies, and goals to engage employees at every level.

HR Weakness #3: Less Customer-Focused

HR professionals have two main audiences to please, the employer and the employees. Due to their internal focus, there’s often a disconnect between HR and the customer. But we have to maintain that connection and consider the impact of HR strategy on our customers to be great HR leaders .

For example, HR KPIs often revolve around hiring and managing metrics like time to hire, retention, and productivity. To stay connected to customer needs when developing HR strategies, consider the impact of these metrics on the client:

• Faster time-to-hire ensures organizations are fully staffed and can support customers’ needs.
• High retention means that customers interact with employees who have a great depth of knowledge and high levels of satisfaction and engagement.
• Productive employees generally mean more satisfied customers. But HR should monitor this alongside customer satisfaction metrics to ensure that increased productivity doesn’t result in neglecting their needs.

Use these common HR strengths and weaknesses to find what your team is great at and where they may be vulnerable. Great HR leaders are not born, they are made from years of practice, training, and dedication. Whether you are an HR professional or an organizational executive, grasping the strengths and weaknesses of HR can help you understand some of the challenges your company will need to overcome together.

Develop HR strengths and bolster weak spots with ClearCompany’s comprehensive Talent Management System, built with HR best practices in mind. Sign up for your personalized demo of our award-winning platform today .

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As the head of a department in the midst of a sustained period of rapid growth, Sara has spent thousands of hours interviewing, hiring, onboarding and assessing employees and candidates. She is passionate about sharing the best practices she has learned from both successes and failures in talent acquisition and management.

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What are your greatest strengths and weaknesses? It is one of the most popular interview questions that most candidates have encountered at some point in job interviews.

To help you excel in this crucial part of the interview process, we’ve compiled a comprehensive guide with the best strengths and weaknesses examples that will help you stand out.

In this article, we will cover commonly asked questions, provide actionable answers, and even offer a comparison table to simplify your understanding to help you prepare for your HR interview..

How to Answer Strengths and Weaknesses in an HR Interview?

Answering strengths in an interview:.

When discussing your strengths in an interview, it’s essential to focus on qualities that align with the job requirements and demonstrate your value to the potential employer. Here’s a concise approach:

Identify Key Strengths: Highlight two or three strengths directly related to the job. For example, if the job requires leadership, emphasize your leadership skills .

Provide Specific Examples: Backup your strengths with concrete examples. Share accomplishments or situations where your strengths played a crucial role.

Be Concise: Keep your responses brief and to the point, ensuring you don’t ramble or provide unnecessary details.

Sample Answer for Strengths in an Interview:

“My key strengths include strong problem-solving abilities and excellent project management skills. In my previous role as a project manager, I successfully led a cross-functional team, resulting in a 20% increase in project efficiency. I’m also known for my ability to identify and resolve complex issues, as demonstrated when I streamlined our customer support process, reducing response times by 30%.”

Answering Weaknesses in an Interview:

Addressing weaknesses is a delicate task, as you want to demonstrate self-awareness and a commitment to self-improvement. Here’s a concise approach:

Acknowledge the Weakness: Choose a genuine weakness, but one that is not a critical aspect of the job you’re applying for.

Show Improvement: Mention steps you’ve taken or are taking to overcome this weakness, such as training or seeking feedback.

Stay Positive: Frame the weakness in a positive light and emphasize how it’s an opportunity for growth.

Sample Answer for Weaknesses in an Interview:

“I’ve noticed that I tend to be overly critical of my work at times, striving for perfection. While this attention to detail is generally beneficial, it can sometimes slow down projects. To address this, I’ve been working on finding a balance between high-quality work and meeting deadlines, and I’ve found that setting clear project milestones has helped me manage this better.”

List of 25 One-Word Strengths for HR Interviews:

• Problem-Solving
• Adaptability
• Communication
• Time Management
• Detail-Oriented
• Organization
• Decision-Making
• Dependability
• Conflict Resolution
• Resourcefulness
• Strategic Thinking
• Multitasking
• Accountability

List of 25 One-Word Weaknesses for HR Interviews:

• Procrastination
• Perfectionism
• Inflexibility
• Disorganization
• Overcommitment
• Overthinking
• Over-critical
• Overly self-critical
• Stubbornness
• Micromanagement
• Over-trusting
• Indecisiveness
• Over-apologizing
• Impulsivity
• Inability to say “no”
• Introversion
• Forgetfulness
• Lack of assertiveness

10 Best Answers to “What is your Greatest Strength?” 

Knowing how to answer “what are your greatest professional strengths” is vital in making a strong impression during a job interview.  Let us go through some of the best answers to ace this commonly asked interview question.

1. Adaptability:

“ My greatest strength is my adaptability. I thrive in dynamic work environments and easily adjust to new challenges and changing priorities .”

2. Leadership:

“I would say my greatest strength is leadership . I enjoy guiding teams towards a common goal, fostering collaboration, and achieving results.”

3. Communication:

“My strong suit is effective communication. I’m able to convey complex ideas in a simple and understandable manner, facilitating smooth collaboration within teams.”

4. Problem-Solving:

“I excel in problem-solving. I approach challenges with a solution-oriented mindset, breaking down complex issues into manageable steps.”

5. Time Management:

“My greatest strength is time management. I’m skilled at prioritizing tasks and managing my time efficiently to meet deadlines and ensure high-quality work.”

6. Teamwork:

“I thrive in a team setting. I believe that a collective effort often yields the best results, and I enjoy collaborating with others to achieve common objectives.”

7. Creativity:

“Creativity is my strong suit. I have a knack for thinking outside the box and coming up with innovative solutions to problems.”

8. Problem Analysis:

“I’m particularly strong in problem analysis. I have a methodical approach to dissecting complex issues and finding root causes.”

9. Empathy:

“My greatest strength is empathy. I’m skilled at understanding and relating to the needs and concerns of colleagues and clients, which fosters stronger relationships.”

10. Technical Proficiency:

“I excel in technical proficiency. I have a deep understanding of the latest industry tools and technologies, which allows me to adapt quickly to new software and processes.”

10 Different Aspects to Answer “What are your Strengths” – Examples

1. leadership skills.

Question 1: “Can you describe a situation where you demonstrated strong leadership skills?”

Answer 1: “In my previous role as a team leader, I led a project that resulted in a 20% increase in team productivity. I motivated and guided my team to success, ensuring everyone was aligned with our goals.” Question 2: “How do you inspire and lead your colleagues or team members?”

Answer 2: “I lead by example, demonstrating a strong work ethic, and I’m always available to support and provide guidance when needed.”

2. Problem-Solving Abilities

Question 1: “Tell us about a complex problem you encountered and how you resolved it.”

Answer 1: “In my previous job, I faced a challenging issue related to customer satisfaction. I analyzed the problem, involved the team in brainstorming solutions, and implemented a customer feedback system that increased satisfaction by 15%.” Question 2: “How do you approach difficult situations or decisions?”

Answer 2: “I take a systematic approach, breaking down the problem into manageable parts, considering all available options, and making informed decisions based on data and feedback.”

3. Adaptability

Question 1: “Can you share an example of a situation where you had to adapt to unexpected changes in a project or task?”

Answer 1: “In a previous role, our project scope suddenly changed due to new regulations. I quickly adapted our strategy, reassigned tasks, and met the new requirements without any delays.” Question 2: “How do you handle shifting priorities or unexpected challenges?”

Answer 2: “I stay flexible and prioritize tasks based on urgency and importance, making sure I can pivot as needed while staying focused on our overarching goals.”

4. Communication Skills

Question 1 : “Describe a situation where your communication skills played a vital role in a successful project.”

Answer 1: “I once coordinated a cross-functional team where clear communication ensured that everyone was on the same page. This led to a 30% reduction in project completion time.” Question 2: “How do you handle misunderstandings or conflicts within a team?”

Answer 2: “I believe in open and honest communication. I address issues promptly, encourage constructive feedback, and work towards finding mutually beneficial solutions.”

5. Time Management

Question 1: “How do you prioritize and manage your tasks efficiently to meet deadlines?”

Answer 1: “I use a combination of time management tools and techniques, such as the Eisenhower Matrix and the Pomodoro Technique, to ensure I meet all my deadlines.” Question 2: “Can you provide an example of a time when your time management skills significantly impacted a project’s success?”

Answer 2: “In my previous role, I organized a project schedule that allowed us to complete a critical project two weeks ahead of schedule, resulting in substantial cost savings.”

6. Teamwork

Question 1: “What is your approach to collaborating with team members with different backgrounds and perspectives?”

Answer 1: “I believe diversity of thought is essential for innovation. I actively seek input from team members, respect their perspectives, and collaborate to reach consensus.” Question 2: “How do you handle conflicts or disagreements within a team?”

Answer 2: “I mediate and facilitate discussions, encouraging team members to express their viewpoints and working towards a solution that benefits everyone.”

7. Creativity

Question 1: “Can you provide an example of a time when your creative thinking led to a breakthrough or innovative solution?”

Answer 1: “In a marketing campaign, I came up with a unique concept that increased customer engagement by 40%, demonstrating the power of creative problem-solving.” Question 2: “How do you foster creativity in your work or team?”

Answer 2: “I create an environment where team members feel comfortable sharing their ideas and experimenting with new approaches, which often leads to fresh perspectives and solutions.”

8. Resilience

Question 1: “Tell us about a challenging situation you faced at work, and how you persevered through it.”

Answer 1: “During a company-wide restructure, my position was at risk. I remained focused, upskilled, and eventually transitioned into a new role within the organization.” Question 2: “How do you handle setbacks or failures?”

Answer 2: “I view setbacks as learning opportunities. I assess what went wrong, make necessary adjustments, and come back stronger and more determined.”

9. Attention to Detail

Question 1: “How do you ensure accuracy and precision in your work, even when dealing with a high volume of tasks?”

Answer 1: “I rely on checklists, quality control processes, and regular reviews to maintain a high level of accuracy in my work.” Question 2: “Can you provide an example of a project where your attention to detail made a significant impact?”

Answer 2: “In my previous role, my meticulous approach to data analysis helped the company identify cost-saving opportunities, resulting in a 10% reduction in expenses.”

10. Empathy

Question 1: “How do you demonstrate empathy towards colleagues, clients, or team members?”

Answer 1: “I actively listen to others, try to understand their perspectives, and offer support when they’re facing challenges, both professionally and personally.” Question 2: “Can you share an example of a situation where your empathy contributed to resolving a conflict or improving team dynamics?”

Answer 2: “I once mediated a conflict between two team members by showing understanding and empathy. This not only resolved the issue but also strengthened their working relationship.”

10 Different Aspects to Answer “What are your Weaknesses” – Examples

Here are 10 aspects of weaknesses that HR professionals often inquire about, along with sample questions and answers for each:

1. Time Management

Question 1: “Can you tell me about a time when you struggled with time management in a previous role?”

Answer 1: “In my previous job, I occasionally had difficulty managing my time efficiently. I was working on a project with tight deadlines and found it challenging to prioritize tasks. To overcome this, I began using time management apps and adopted the Pomodoro technique to stay focused and organized.”

Question 2: “How have you improved your time management skills since then?”

Answer 2: “I’ve made significant progress in my time management skills by setting clear daily priorities, creating to-do lists, and delegating tasks when necessary.”

2. Public Speaking

Question 1: “Are there any areas in which you believe you could improve your public speaking abilities?”

Answer 1: “Yes, public speaking has been a challenge for me in the past. To address this, I joined a Toastmasters club and have been working on improving my communication skills . I’ve also taken courses in effective presentation techniques.”

Question 2: “Can you share an example of a time when your public speaking weakness impacted your work, and how did you handle it?”

Answer 2: “I recall a presentation I gave to senior management where I felt my nerves got the best of me. However, I immediately sought feedback, practiced extensively, and gave a much stronger presentation the next time.”

3. Delegation

Question 1: “Have you ever encountered difficulties in delegating tasks to your team members?”

Answer 1: “Delegation was an area where I struggled initially. I wanted to handle everything myself to ensure it was done right. However, I realized this wasn’t sustainable. I’ve since learned to trust my team and delegate tasks based on their strengths.”

Question 2: “Could you provide an example of a situation where you successfully delegated tasks and achieved a positive outcome?”

Answer 2: “Certainly. In my previous role, I delegated a project to a colleague who excelled in data analysis. It allowed me to focus on strategic planning, and we completed the project ahead of schedule.”

4. Perfectionism

Question 1: “Do you consider yourself a perfectionist? How has this impacted your work in the past?”

Answer 1: “Yes, I am a bit of a perfectionist, and it has occasionally led to over-analyzing and taking longer to complete tasks. I’ve learned to strike a balance by setting realistic expectations and timelines.”

Question 2: “Could you share an example where your perfectionism had a positive influence on a project or task?”

Answer 2: “My attention to detail and pursuit of excellence helped improve the quality of a marketing campaign. We received excellent feedback from clients and saw an increase in customer engagement.”

5. Assertiveness

Question 1: “Have you ever faced challenges in being assertive in the workplace?”

Answer 1: “In some situations, I’ve struggled with assertiveness. I tend to avoid conflicts and sometimes hold back my opinions. To address this, I’ve been working on assertiveness training and practicing effective communication.”

Question 2: “Can you provide an example where you successfully became more assertive and the impact it had on your work?”

Answer 2: “I was in a team where we had differing opinions on a project’s direction. I applied my assertiveness training to facilitate open discussions, leading to a more well-rounded project plan that everyone supported.”

6. Patience

Question 1: “Do you consider yourself a patient person? How has this trait affected your work?”

Answer 1: “I tend to be impatient at times, especially when waiting for results. This impatience can lead to frustration. To address this, I’ve been practicing mindfulness techniques to stay calm and patient.”

Question 2: “Could you share an example of a situation where your patience paid off in a professional context?”

Answer 2: “There was a project where we encountered unexpected delays. My patience helped me maintain a positive attitude, and eventually, the project was successfully completed without compromising quality.”

Question 1: “In what ways do you believe your creativity could be improved?”

Answer 1: “I’ve found that my creativity sometimes gets stifled by routine tasks. I’m working on exploring new ways of thinking, taking inspiration from various sources, and experimenting with fresh ideas.”

Question 2: “Can you provide an example of a time when your creativity led to innovative solutions in your work?”

Answer 2: “In a marketing campaign, I introduced a unique creative concept that resonated with our target audience, resulting in a significant increase in sales and customer engagement.”

8. Adaptability

Question 1: “Have there been instances where you struggled to adapt to change in your work environment?”

Answer 1: “Yes, I’ve faced challenges when unexpected changes occurred. I’m working on being more adaptable by staying open to new ideas and embracing change positively.”

Question 2: “Could you share an example of a time when your adaptability made a significant difference in a work-related situation?”

Answer 2: “During a merger, my ability to adapt and integrate seamlessly into the new company culture played a crucial role in ensuring a smooth transition for our team.”

Question 1: “Are there any areas where your attention to detail could be improved?”

Answer 1: “I can sometimes get caught up in minor details, which can slow down project progress. To address this, I’ve learned to identify key priorities and allocate time accordingly.”

Question 2: “Can you provide an example where your attention to detail led to a successful outcome in your work?”

Answer 2: “In a quality control role, my keen attention to detail helped identify and rectify critical defects in a product, ensuring that it met industry standards.”

10. Communication

Question 1: “Do you believe there are aspects of your communication skills that need improvement?”

Answer 1: “I’ve noticed that I sometimes struggle with concise communication. I’ve been taking courses in effective communication to enhance my ability to convey complex ideas clearly.”

Question 2: “Could you share an example of a time when improved communication positively impacted your work?”

Answer 2: “In a cross-functional team, I improved communication by implementing regular status updates, resulting in better collaboration and project efficiency.”

Strengths and Weaknesses for Freshers

Here are some examples of strengths and weaknesses for freshers (entry-level job seekers) to consider when preparing for job interviews:

Strengths for Freshers in an Interview

• Quick Learner: As a fresher, you can highlight your ability to learn new concepts and skills rapidly. Mention your enthusiasm for gaining knowledge and adapting to new challenges.
• Strong Work Ethic : Emphasize your determination and commitment to your tasks. Mention your willingness to put in the extra effort to achieve goals.
• Team Player: Highlight your ability to collaborate effectively with colleagues and contribute to the success of a team. Mention any group projects or extracurricular activities where you worked well with others.
• Adaptability: Mention your openness to change and your ability to adjust to new environments and tasks quickly. This is especially important in fast-paced workplaces.
• Good Communication: Mention your clear and concise communication skills, which are essential for working with colleagues, superiors, and clients.
• Time Management: Discuss your ability to manage time effectively and prioritize tasks. Freshers often need to handle multiple responsibilities, and time management is a valuable skill.
• Attention to Detail: Highlight your knack for noticing small details and ensuring quality work. Employers appreciate meticulous employees.
• Tech-Savvy: If you’re comfortable with technology and software, especially in roles that require it, such as data entry or digital marketing , mention your tech-savviness.
• Problem-Solving: Showcase your problem-solving skills by mentioning any instances where you successfully resolved challenges, either in academic projects or internships.
• Enthusiasm: Express your genuine enthusiasm for the industry or the specific role you’re applying for. A positive attitude can set you apart.

Weaknesses for Freshers in an Interview

• Limited Work Experience: As a fresher, you may lack hands-on work experience. Be honest about this and explain how you plan to compensate by learning quickly and being open to mentorship.
• Lack of Industry-Specific Knowledge: If you’re entering a specialized field, admit that you’re still building your knowledge. However, express your eagerness to gain expertise and stay updated.
• Public Speaking: If you’re not comfortable with public speaking, acknowledge it as a weakness but mention that you’re working on improving your presentation skills.
• Assertiveness: If you struggle with assertiveness, especially in a leadership role, mention it as an area for growth. Explain that you’re learning to speak up when necessary.
• Perfectionism: While attention to detail is a strength, being overly perfectionistic can slow down productivity. Discuss how you’re working on balancing your desire for perfection with meeting deadlines.
• Time Management: If time management is a challenge for you, acknowledge it and share your strategies for improving, such as using time management apps or to-do lists.
• Nervousness: It’s normal to feel nervous in new situations. If you tend to get nervous, mention it but also discuss how you’re developing techniques to manage anxiety and stay focused.
• Multitasking: Some freshers struggle with multitasking. Mention that you’re working on organizing your tasks and priorities more effectively.
• Overthinking: If you tend to overanalyze situations, explain how you’re learning to trust your decisions and not dwell on details excessively.
• Sensitivity to Criticism: If you find it challenging to handle criticism, discuss your awareness of this and your efforts to view feedback as an opportunity for growth.

Remember that when discussing weaknesses, it’s important to focus on how you are actively addressing and improving upon them. Employers appreciate candidates who are self-aware and committed to personal and professional development. Be prepared to provide examples or evidence of how you are working on your weaknesses.

FAQs on What are Your Strengths and Weaknesses in Interview

Q1: what are some common strengths to highlight in a job interview.

A1: Common strengths to highlight in a job interview include adaptability, leadership, communication, problem-solving, and time management.

Q2: How should I answer when asked about my strengths in an HR interview?

A2: When asked about your strengths in an HR interview, identify 2-3 strengths relevant to the job, provide specific examples of when you demonstrated these strengths, and keep your response concise.

Q3: What are some examples of one-word strengths for HR interviews?

A3: One-word strengths for HR interviews include leadership, adaptability, communication, teamwork, creativity, and resilience, among others.

Q4: How do I address my weaknesses in a job interview?

A4: To address weaknesses in a job interview, choose a genuine weakness that’s not critical to the job, show steps you’ve taken to improve it, and frame it in a positive light as an opportunity for growth.

Q5: What is a good example of the answer to the question, “What is your greatest strength?”

A5 : “My greatest strength is adaptability. I thrive in dynamic work environments and easily adjust to new challenges and changing priorities.”

Q6: What aspects of weaknesses should I be prepared to discuss in an HR interview?

A6: Be prepared to discuss weaknesses related to time management, public speaking, delegation, perfectionism, assertiveness, patience, creativity, adaptability, attention to detail, and communication.

Q7: What strengths should freshers highlight in job interviews?

A7: Freshers should highlight strengths such as being quick learners, having a strong work ethic, being team players, adaptable, good communicators, effective time managers, attention to detail, tech-savvy, problem-solvers, and enthusiastic.

Q8: How should freshers address their limited work experience in an interview?

A8: Freshers should acknowledge their limited work experience, express their eagerness to learn quickly, and their openness to mentorship.

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1 Barriers to critical thinking

First, let’s briefly examine some barriers to critical thinking.

Take another look at the visual summary below on critical and analytical thinking, which was introduced at the end of Session 3. Note the warning sign next to the ‘black pit’ to the lower right of this figure.

This figure shows a visual summary of critical and analytical thinking. It includes phrases such as ‘objective analysis and evaluation of an issue in order to form a judgement’, ‘abilities’, ‘dispositions’ and ‘questioning’.

We have provided you with a larger version of this image in PDF format [ Tip: hold Ctrl and click a link to open it in a new tab. ( Hide tip ) ] .

What are the common pitfalls or barriers to thinking critically and analytically? Some of these were highlighted in the visual summary, and include:

• Misunderstanding . This can arise due to language or cultural differences, a lack of awareness of the ‘processes’ involved, or a misunderstanding that critical thinking means making ‘negative’ comments (as discussed in Sessions 3 and 4).
• Reluctance to critique the ‘norm’ or experts in a field and consider alternative views (feeling out of your ‘comfort zone’ or fearful of being wrong).
• Lack of detailed knowledge . Superficial knowledge (not having read deeply enough around the subject).
• Wanting to know the answers without having to ask questions .

Why do you think being aware of these potential pitfalls is important?

As a critical and reflective thinker, you will need to be aware of the barriers, acknowledge the challenges they may present, and overcome these as best you can. This starts with an understanding of expectations. Some students feel anxious about questioning the work of experts. Critical thinking does not mean that you are challenging someone’s work or telling them that they are wrong, but encourages a deeper understanding, a consideration of alternative views, and engagement in thought, discourse or research that informs your independent judgement. At postgraduate level you will also need to read widely around a subject in order to engage effectively with critical and analytical thinking, and to ask questions: there are no ‘right’ or ‘wrong’ answers, only supported arguments. This is at the heart of postgraduate study.

Critical thinking encourages you to be constructive, by considering the strengths and weaknesses of a claim and differing sides to an argument. It helps you to clarify points, encourages deeper thought, and allows you to determine whether information that you come across is accurate and reliable. This helps you to form your own judgement, and drives research forward.

People can find it difficult to think critically, irrespective of their education or intellectual ability. The key to understanding critical thinking is not only knowing and making sure that you understand the process, but also being able to put this into practice by applying your knowledge.

Critical and reflective thinking are complex and lifelong skills that you continue to develop as part of your personal and professional growth. In your everyday life, you may also come across those who do not exercise critical thinking, and this might impact on decisions that affect you. It is important to recognise this, and to use critical and reflective thinking to ensure that your own view is informed by reasoned judgement, supported by evidence.

Take another look at the visual summary. You will see two aspects to critical thinking: one focusing on the disposition of the person engaged in critical and reflective thinking, and the other concerning their abilities. Let’s focus here on dispositions. At a personal level, barriers to critical thinking can arise through:

• an over-reliance on feelings or emotions
• self-centred or societal/cultural-centred thinking (conformism, dogma and peer-pressure)
• unconscious bias, or selective perception
• an inability to be receptive to an idea or point of view that differs from your own (close-mindedness)
• unwarranted assumptions or lack of relevant information
• fear of being wrong (anxious about being taken out of your ‘comfort zone’)
• poor communication skills or apathy
• lack of personal honesty.

Be aware that thinking critically is not simply adhering to a formula. For example, reflect on the following questions:

• How can you communicate with those who do not actively engage with critical thinking and are unwilling to engage in a meaningful dialogue?
• How would you react or respond when you experience a lack of critical thinking in the media, amongst your own family members, colleagues at work, or on your course?

• Choosing Effective Vocabulary
• How to Fill a Page (When You Have Nothing to Say)
• Resources – Books
• Critical Thinking and Reading Skills
• Key Terms and the Inference Continuum
• Bad Inferences – Fallacies and Biases
• Application: Inferences and History
• An Aside: Strong Inferences vs. Ghosts
• Eight Types of Evidence – Strengths and Weaknesses
• Bad Evidence – Fallacies and Poor Appeals
• Value Conflicts and Key Terms
• Tragic Application of Values
• Common Value Systems
• Fallacies and a Few Fun Techniques
• Donna Hicks’s Essential Elements of Dignity
• Fundamental Needs
• Mapping Classroom Culture – Support and Humiliation
• The Dignity Pledge
• Separation and Segregation
• Stripping Away Resources and Protections
• Violence and Intimidation
• Murder and Elimination
• Toxic Mythologies and Deep Narratives
• Scapegoating and Conspiracy Theories
• Caricature and Stereotypes
• Denial and Willful Ignorance
• Conclusion and FAQs

Eight Types of Evidence – Strengths and Weaknesses

Overview: The ability to distinguish sources of evidence allows students to better evaluate and generate information in support of arguments.

Evidence is a huge component of reasoning and argument. Understanding how evidence works and how it might be questioned, probed, or attacked, significantly boosts students’ reasoning ability. The following material offers a vocabulary that can operate as a toolkit for use on any task that requires analysis or generation of evidence.

1. Personal Experience – It happened to you. You know what bronchitis feels like because you had it last year, and it was terrible.

Strengths – Emotionally intense and relevant, collected by your very own senses.

Weaknesses  – The way you interpret your own experiences is very personal and based on your own expectations and biases. Also, your senses have all sorts of flaws, as does your memory. You remember events and moments that are bizarre, intense, or otherwise of interest to you, which is a small sliver of the world around you.

2. Personal Observation – You saw or measured the event. You haven’t had a migraine, but your mom gets them and you have witnessed how painful and awful they can be.

Strengths – Collected by the senses, scientific measurement techniques can carefully and cleverly isolate the information you are seeking.

Weaknesses – The same as Personal Experience, scientific measurements can be corrupted by factors you didn’t anticipate.

3. Testimonial – The experience or observation of someone else; a witness. My friend saw a guy with pink eye yesterday. He said it was pretty gross.

Strengths – They were there, emotional weight of hearing someone’s story or claim. We want to believe one another because lying is so dangerous to our social fabric.

Weaknesses – The person might be mistaken (see weaknesses of Personal Experience), lying, or leaving out important details.

4. Appeal to Authority – The experience or observations of a learned and/or respected person; an expert. My brother is a doctor and treated a guy with a broken arm. He told me that broken bones don’t always hurt as much as you would expect.

Strengths – This person presumably has a lot of access to information, a depth of experience, and a professional reputation on the line.

Weaknesses – Same as Testimonial, the person’s expertise could be based on a depth of experience in field separate from the one we’re dealing with. (See Appeal to Questionable Authority Fallacy).

5. Case Examples – Historical, literary, or other recorded examples. They could be the statements of witnesses or experts, or they could be more general events that we cite to support our claim. War is terrible for soldiers on the ground. You can read all about it in many Civil War diaries.

Strengths – Same data available to everyone, you can carefully seek out and find examples that support your claim (see Confirmation Bias), emotional weight of vivid examples.

Weaknesses – Examples might be isolated and/or unrepresentative of “normal” experience (see Hasty Generalization ).

6. Research Studies   – Large sample of carefully gathered  information scrutinized with statistical tools and peer-reviewed by other experts.

Strengths – Large samples protect against Hasty Generalizations, the same data is available to everyone.

Weaknesses  – There is a long list of potential pitfalls to good research. They include poor design, poor data gathering, and poor data analysis. There are conflicting studies which cite different parts of the same data, and there are weak studies published to push a political agenda.

7. Analogy – Citing a similar circumstance; if it worked in that ugly situation, it will work in this ugly situation. If cigarettes give mice cancer, they probably give humans cancer.

Strengths – Much of life follows general rules; if something works in one place, there’s a pretty good chance it will work in another place.

Weaknesses – Places can be different! You have to look at salient details (a.k.a the details that actually contribute to whatever it is you are looking at). If a flying squirrel can fall from a tall building and survive, I should be able to do the same thing. We are both mammals! (See Bad Analogy Fallacy.)

8. Intuition – Your gut feeling, presumably based on years of experience. It feels true. The inferences that pop into your head first are likely to be based on intuition rather than research studies or other types of evidence. If you hear a bump in the night, the weight of your experience will offer a causal inference, and if that inference isn’t dangerous (“it was just the wind!”), you will likely just go back to sleep.

Strengths  – For most issues, our experience is a good guide to life. We have built a pretty good picture of the world, and we can generally rely on it to stay consistent. Malcolm Gladwell explains the power of quick inferences in his book Blink , and Daniel Kahneman describes it as “fast thinking” in his book Thinking, Fast and Slow .

Weaknesses – Your experience is personal and unique. Other people have had different experiences and will therefore have different gut feelings. There is no way to prove that your intuition is correct. If people trust it, it’s because you have been right many times in the past and will therefore trust you to be right again (see Appeal to Questionable Authority). All of the fallacies and biases that lead us to make weak inferences are relevant here.

Again, this list is adapted from Asking the Right Questions  by Neil Browne and Stuart Keeley, which offers a more in-depth look at each type of evidence. I’ve simplified and adapted their work to serve as an introduction to students new to this approach.

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