How to teach managers to think: A testimony

In this article, Jan De Visch reviews experiences he has made as a Critical Facilitator when working with teams in organizations (see his work at Jan’s gift of deep thinking makes him a very good listener who can intervene in team conversations because he “hears” and “understands” their thought form structure in the sense of DTF, Laske’s Dialectical Thought Form Framework (2008).

Based on his consulting experience combining both social-emotional and cognitive interventions, Jan is presently building an App in the domain of performance review centered on defining team roles realistically, in line with strategic objectives. He expands such reviews into deep thinking dialogues involving, first, a ‘problem owner’, and then an entire team, all of whom are changed in the process of reflection he triggers in them.

Many managers conceive of thinking as a kind of ‘information processing’, believing that better thinking consists merely of deleting logical errors.

Jan’s blog shows that that view of thinking is very limited, and why.

JDV – How do you teach managers to think V3


Author: Otto Laske

I am the founder and director of IDM, the Interdevelopmental Institute. My background is in philosophy, psychology, consulting, and coaching based on developmental theory to which I have mightily contributed myself. See the blogs at