Last week we pondered the value of doubt against the presumption or false certainty masquerading as faith. I also quoted from Dr. Steven Sample’s book A Contrarian’s View of Leadership. I actually think the two subjects are related. Let me share a bit more of what he has written:
Contrarian leaders think differently from the people around them. In particular, such leaders are able to maintain their intellectual independence by thinking gray, and enhance their intellectual creativity by thinking free. Conventional wisdom considers it a valuable skill to be able to make judgments as quickly as possible, and conventional wisdom may well be right when it comes to managers. But contrarian wisdom argues that, for leaders, judgments as to the truth or falsity of information or the merits of new ideas should be arrived at as slowly and subtly as possible–and in many cases not at all.
Most people are binary and instant in their judgments; that is, they immediately categorize things as good or bad, true or false, black or white, friend or foe. A truly effective leader, however, needs to be able to see the shades of gray inherent in a situation in order to make wise decisions as to how to proceed.
The essence of thinking gray is this: don’t form an opinion about an important matter until you’ve heard all the relevant facts and arguments, or until circumstances force you to form an opinion without recourse to all the facts (which happens occasionally, but much less frequently than one might imagine). F. Scott Fitzgerald once described something similar to thinking gray when he observed that the test of a first-rate mind is the ability to hold two opposing thoughts at the same time while still retaining the ability to function.
After all, thinking gray is not a natural act, especially for people who see themselves as leaders. Our typical view of great leaders is that they are bold and decisive people who are strongly governed by their passions and prejudices. Who could imagine a Teddy Roosevelt or a Vince Lombardi thinking gray?
A black-and-white binary approach to thinking may in fact be a successful strategy for some leaders, especially if they must deal daily with fight-or-flight situations. But even many of the world’s most noted military leaders were adroit at thinking gray on the battlefield. Napoleon, Washington and Rommel all knew the value of suspending judgment about important matters, and especially about the validity of incoming intelligence, until the last possible moment.
I wonder if faith isn’t partly thinking gray …
Rev. Michael Piazza