Chapter Two
How Proficient Are My Thinking Skills?

For most readers of this book, learning about your thinking skill levels represents a first. As we stated in the previous chapter, our research shows that few of the professionals in business, government, health care, nonprofits, education, and other organizations have ever had their thinking proficiency evaluated. As a consequence, most of the beliefs that these individuals have about this important facet of performance are based on subjective information.

For example, your boss may have told you that you are insightful, or you may consider yourself to be an excellent decision maker. Either or both of these depictions of your thinking may be true, but if neither is based on objective data, there is an equal chance that what you believe to be true about yourself may be erroneous.

You are entitled to have valid information about major factors that affect your performance as a leader. If you became ill, you would consult a physician rather than relying on mere speculation. That physician would undoubtedly order various tests, and the information provided by them would be the basis of your subsequent treatment.

You now have a chance to learn a great deal about why you act as you do. The Yale Assessment of Thinking (YAT) will provide you with in-depth and meaningful data as to the manner in which you think and your effectiveness in performing significant aspects of this cognitive process.

The YAT provides information on four levels. First, your total score will enable you to ascertain the degree to which you already possess the overall thinking skills that are regularly exhibited by the outstanding leaders on whom this test's standards were based. You will be able to determine whether your level of expertise currently stacks up to that of these exemplary leaders.

Second, the YAT is designed to measure your skill in the three domains of thinking (reasoning, insight, and self-knowledge) that research studies have found are crucial to a person's ability to reach a sound decision, solve problems effectively, and think creatively.

Third, within these three domains, there are six cognitive processes that you can develop to increase your leadership abilities. By understanding your proficiency levels in each of them, you can take steps that will significantly enhance your thinking skills and your leadership prowess.

Finally, the YAT will show the actions that you frequently take that are hindrances to your thinking. These behaviors are the antithesis to success. Identifying them and taking actions to reduce their occurrence are important steps for persons in leadership roles or for those who aspire to hold such positions since these actions impede individual and organizational performance.

Predicting What the YAT will Tell You About Your Thinking

Before you complete the YAT, we ask that you write down in which of the three domains (reasoning, insight, and self-knowledge) you believe the test will find you to be the most skilled, the one in which you are the next most able, and the one in which you are the least proficient.

The following brief descriptions of each domain will aid you in this task:

• Located in an individual's conscious mind, reasoning is where the mind reaches decisions and solves problems after a great deal of thought by using knowledge that it already possesses. It is the mind's way of taking thought-filled action.
• Insight is an individual's ability to know and act without giving prior conscious thought to an issue.
• Self-knowledge encompasses the attitudes, beliefs, and cognitive understandings possessed by an individual.

After you have finished writing down where you think your skills fall in the three domains, we ask that you complete the YAT.

Yale Assessment of Thinking

Instructions: This assessment will yield accurate information if, and only if, your responses to the items reflect actual situational frequencies in your professional life. You should not try to guess what response you should give to an item. Instead, be as precise as possible in using the numerical response that denotes the degree to which each item actually occurs in your life. Take as much time as you need to select an accurate response to each item. Remember that this assessment is confidential. No one but you will see your responses unless you choose to share the results. Thus, you should give answers that reflect how you actually act rather than to give responses that only attempt to be politically correct. The value of the information you will receive from the YAT is directly dependent on the degree to which your responses accurately reflect your actions.

For each item, give the response that most closely describes the degree to which the situation occurs in your professional life. Be as precise as possible in using the following scale to respond to the items below: 4 = Very Often; 3 = Often; 2 = Sometimes; 1 = Seldom. Place the number that corresponds to your response in the block that precedes each item.

• 1. The comments that I make at meetings are better presented than the ones made by others, but my statements do not receive as many positive responses.
• 2. When someone challenges my belief, I become even more resolved to retain it.
• 3. When I fail to perform a responsibility, I am unclear in my mind what the reason was for my not completing that task.
• 4. I talk negatively about myself.
• 5. My level of self-confidence is lower than it should be.
• 6. When I am confused or feel overwhelmed, I procrastinate.
• 7. Past successes have created negative events in my life, and have placed pressures on me that limit my enthusiasm for pursuing new challenges.
• 8. People compliment me for aspects of my professional life that are less important to me than my other values which they do not recognize.
• 9. When new ideas are presented to me, I mentally or orally tend to take positions of opposition.
• 10. It is difficult for me to identify the reasons why I take certain actions.
• 11. When faced with a challenging problem, I wait for events to occur that will make it less difficult to solve.
• 12. I become despondent when I fail.
• 13. When I face a difficult problem, I like to mull it over for a long period of time in my mind.
• 14. When I have to reach a decision by selecting from several options, I choose the one that is closest in substance to past decisions that I have made.
• 15. I refrain from conveying to others the hurt that their actions have caused me.
• 16. I make decisions about matters in the order in which they are called to my attention by others.
• 17. The fear of failure limits me when I am planning future actions.
• 18. I have difficulty attaining the goals that I set for myself.
• 19. One or more people consistently anger me.
• 20. I seek to be involved in initiatives in which my ability exceeds the challenge itself.
• 21. While others are speaking at meetings, I write down as much as I can about what they are saying.
• 22. I would rather perform routine tasks than think about complex problems.
• 23. When faced with an initiative that I do not especially value, I do not establish any goals relative to it.
• 24. When asked to perform tasks I'd rather not do, I find it difficult to say "no" to people.
• 25. When evidence contrary to my belief is presented, I test this evidence several times before I alter my belief.
• 26. When told that I must perform a task for which I have had little or no previous experience, I find it difficult to be successful in such circumstances.
• 27. I know it is time to make a decision when people express displeasure with me for not making the decision.
• 28. I find that prior knowledge is the best source of information for decision-making.
• 29. I am late for appointments with other persons.
• 30. When I am criticized, I question my abilities.
• 31. When I fail, the confidence that I have in myself decreases.
• 32. In meetings, I make impromptu remarks, and share ideas as quickly as I think of them.
• 33. I find it difficult to work with individuals who have personalities different from mine.
• 34. When I attend a meeting and become confused about what is said, I will remain silent in the hope that I will eventually comprehend what is being said.
• 35. I have trouble meeting deadlines.
• 36. When I plan, I find it difficult to concurrently analyze multiple courses of action.
• 37. Before a major event, my anxiety is higher than that of others.
• 38. I believe that statements made at meetings should be intended to persuade others that the perspective of the person speaking is correct.
• 39. The plans that I develop are not as successful as I hoped when I originally formulated them.
• 40. An individual's beliefs should not be evident in that person's professional actions.
• 41. In solving problems, I am impulsive.
• 42. When my hard work goes unnoticed, my self-confidencelessens.
• 43. I consider myself to be a "worrier."
• 44. People have a higher regard for my abilities than I do.
• 45. When I become angry about the actions of others, it affects me for a longer period of time than it should.
• 46. I have missed opportunities because of self-doubts...