I can imagine some of you shaking your heads right now, thinking, “Another person telling me what to do.” Or maybe you’re wondering how I plan to back up that bold headline (agile-manifest any one?). Let me be clear: I truly believe critical thinking alone does not solve every challenge. My conviction comes from recent years of work in complex problem-solving, not from some last-minute spark of inspiration.
As a member of the complex problem-solving community in Spain, I’ve seen firsthand how large organizations and small teams both struggle with issues that seem straightforward at first, but spiral out of control once you dig deeper.
In my own journey, I’ve built projects like Turrero and news.cpsmastery.com—tools that collect insights related to complex problem-solving. Through these experiences, I’ve learned that while critical thinking is important, it’s only the starting point when you’re dealing with truly complex problems (When I say “complex problem,” I mean a problem that has never been solved before, not the type of complex problem defined by the Cynefin framework).
Reason 1: critical thinking is just the first step
Critical thinking helps you break down a problem and look at the facts. That’s good, but it doesn’t always address the tangled web of unknown factors and fast-changing conditions you find in the real world. If you rely only on logical analysis, you might fail to notice that the problem keeps evolving while you’re still studying yesterday’s data.
On top of that, we need more accessible resources that help people sharpen their critical thinking skills. Hopefully, Val from polymatas.com will release his course about critical thinking soon. This course would give more people – and me – the foundational tools they/we need for critical analysis—before diving deeper into complexity.
Reason 2: complex problems need flexibility
I used to think that if I spent enough time analyzing any problem, I could solve it. Then life did hit hard, and it opened my eyes. Real problems involve a network of shifting variables, and sometimes even the goals themselves move. If you only think in a linear, step-by-step way, you’ll likely miss new opportunities or threats that show up unexpectedly.
In reality, complex problems are more like navigation at sea: If you want to sail from Barcelona to Ibiza, you might plot a course on the map, but you’ll often deviate from that initial plan due to winds, currents, or unexpected obstacles. You adapt your route on the fly to finally arrive at your destination. That’s the kind of flexibility and open-mindedness complex problem solving demands.
Reason 3: context constantly shifts
Context matters a lot—both the external environment (like market changes) and the internal one (like personal biases). When I reflect on my own projects, I see how important it is to question assumptions again and again. A critical-thinking approach might stop once you form a logical conclusion, but complex problem solving means checking that conclusion against new facts and adapting on the fly.
This emphasis on context aligns with the work of Alicia Juarrero, who highlights that what we often label as “noise” is, in fact, the very set of constraints that shape and redefine the meaning of a problem. As Juarrero notes, context is not just a backdrop; it actively influences how we interpret and address challenges. In other words, the situation we’re in is constantly molding the problem we’re trying to solve—so we have to keep an eye on those evolving conditions.
Reason 4: success can lead to complacency
Many big companies (think Kodak or Nokia) once held dominant positions. They had bright minds on board, but they got too comfortable with their winning formulas. Critical thinking might tell you how to refine an existing product or process, but real innovation often comes from taking risks and questioning the status quo—even if that threatens what currently works well.
To avoid slipping into complacency, we must have the tough conversations and ask the right questions, even when it feels uncomfortable. Continuous, honest inquiry and dialogue keep us from blindly relying on past successes. Without that, you risk stagnating, failing to see the disruptive changes lurking around the corner.
Reason 5: short-term pressures block bold ideas
I’ve noticed how large organizations sometimes miss chances to lead in new areas because they focus on quick returns for shareholders. Intel’s late arrival in mobile chips is a classic example: why chase a smaller margin in mobile when the PC market is profitable right now? A complex problem-solving approach might say, “Yes, we’ll lose some short-term profit, but it’s key to staying relevant in the future.” (cough cough: blackberry) Without that willingness to sacrifice immediate gains, a great idea can die on the drawing board.
This is where creativity—like lateral thinking and liminal thinking—enters the picture. When you’re under pressure to deliver short-term results, it takes courage and imagination to propose ideas that might not pay off immediately. These creative approaches help you see around corners, spot overlooked opportunities, and keep your organization future-proof.
Complex problem-solving is the job of the future
In real-world settings, problems come with multiple layers, hidden pitfalls, and shifting targets.
You need to keep questioning, adjusting, and sometimes even scrapping your best ideas to build better ones. That’s what complex problem solving is about: recognizing that no single method or mindset can fully capture the chaos of real-life challenges—and being flexible enough to navigate those choppy waters until you reach a genuinely innovative solution.