IBM Study Raises Questions About Critical Thinking And AI Training

Why Curiosity Matters To Critical Thinking

During my years as an MBA Program Chair and Dean, I had opportunities to provide input into how university courses were designed. One of the most important skills I believed students needed to develop was critical thinking. Students could memorize information and perform well on exams, but I wanted them to question what they were learning, consider different perspectives, and apply their knowledge to situations where the answers weren’t obvious. Those abilities were essential to preparing them for the workplace, and they are even more important as AI becomes part of everyday decisions.

That interest also influenced my research into the factors that inhibit curiosity. In 2019, my work became part of the required curriculum in the Master of Human Resource Management program at the Forbes School of Business & Technology. At the time, HR Program Chair Dr. Katie Thiry explained that studying these factors could help students develop marketable skills that contribute to long-term career success. Understanding what prevents people from exploring ideas and questioning assumptions is especially important when developing critical-thinking skills.

Consider how easily employees can now ask AI to analyze a problem and recommend a solution. The recommendation may sound convincing, especially when it arrives with detailed explanations and supporting information. Someone who is curious may want to know what information the system considered, what assumptions influenced its conclusion, and whether another explanation is possible. Those questions can make a significant difference in the quality of a business decision.

What Prevents Employees From Using Critical Thinking?

One of the challenges with critical thinking is that people don’t always question information, even when they have the ability to do so. Sometimes they are concerned about looking uninformed or challenging someone else’s judgment. Other times, they assume an answer must be accurate because it comes from a source they consider credible. AI introduces another consideration because its responses can appear authoritative even when important information is missing or incorrect.

My research found four factors can inhibit curiosity. Fear can prevent employees from asking questions. Assumptions can lead them to accept recommendations without considering alternatives. Technology can make it tempting to accept an answer without taking the time to question whether it’s right. The workplace environment can also influence whether people feel comfortable challenging ideas or expressing uncertainty.

Think about an employee who receives an AI-generated recommendation that doesn’t seem right. If the employee works for a manager who welcomes questions, there is an opportunity to examine the recommendation and potentially identify a better approach. If the manager values speed and agreement above everything else, the employee may decide to remain silent. The difference can affect the quality of decisions and the opportunities employees have to develop their critical-thinking abilities.

How Leaders Can Strengthen Critical Thinking

Organizations spend considerable time teaching employees how to use AI tools, but they should devote just as much attention to teaching employees how to question the information those tools produce. Learning to write effective prompts and generate reports is useful. Employees also need opportunities to examine evidence, recognize missing information, and explain why they agree or disagree with a recommendation.

One approach is to make questioning part of everyday conversations. Rather than asking employees whether they completed an AI-assisted assignment, managers can ask what surprised them about the results, what they would challenge, or what other information might change their conclusions. These questions get employees to explain their thinking rather than simply accept what AI recommends.

Employees who are just starting their careers may face an even bigger challenge. If AI handles much of the research and analysis, how will they develop the experience to recognize when something doesn’t make sense? Learning often comes from figuring things out, making mistakes, and trying different approaches. Without those experiences, employees may become skilled at using AI without developing the judgment needed to recognize when its answers are wrong.

The goal should be to make curiosity a normal part of how employees approach their responsibilities. Employees who feel comfortable asking questions are better positioned to identify problems, recognize alternative explanations, and make informed decisions. Leaders can support that behavior by demonstrating curiosity themselves, particularly when someone challenges an idea they initially believed was correct.

Why Critical Thinking Will Depend On Curiosity

The IBM findings raise an important concern about the abilities employees believe they are losing as AI becomes more widely used. Organizations need people who can evaluate information, question assumptions, and make sound decisions, even when technology provides answers almost instantly. Curiosity helps motivate those behaviors by encouraging people to investigate what they don’t understand and consider possibilities they might otherwise overlook. As AI continues to improve, leaders have an opportunity to make questioning a more important part of how employees learn and make decisions. AI can give employees answers in seconds. Curiosity keeps them asking the questions that make critical thinking possible.