Critical Thinking -Blog: 29/10/2026
Critical Thinking involves, Beliefs, attitudes and values which are closely linked, but they are not the same. Together, they influence how we think, make decisions and interact with others.
Beliefs are the things we accept as true, often based on our experiences, knowledge or upbringing. For example, I believe that most people want to do a good job and can improve with the right support. This encourages me to focus on coaching and development before considering formal action. However, beliefs are not always based on facts, so it is important to look at evidence and avoid making assumptions.
Attitudes are our feelings or views about people, situations or issues. They are shaped by our beliefs and experiences and can change over time. For example, I have a positive attitude towards coaching because I have seen it help people improve.
A useful way to understand attitudes is through the ABC Model:
- Affective – how we feel
- Behavioural – how we act
- Cognitive – what we think or believe
For example, believing a colleague can improve is the cognitive element, feeling positive about helping them is the affective element, and providing coaching is the behavioural element.
Values are the principles that guide what is important to us and how we behave. They tend to be more deeply rooted than attitudes and influence decisions across many situations.
Three values that are important to me are:
- Fairness – treating people consistently while recognising individual needs.
- Supporting others – helping colleagues develop and succeed.
- Accountability – setting clear expectations and taking responsibility for outcomes.
These values shape how I approach people management, balancing support with the need to address poor performance when necessary.
How they work together?
Values sit at the deepest level and influence what matters most to us. Beliefs shape what we think is true, while attitudes reflect how we respond to specific situations.
For example, my value of fairness supports my belief that people should be given opportunities to improve. This leads to a positive attitude towards coaching, which influences how I manage performance and support colleagues to succeed.
In summary, beliefs are not fixed and can change over time through our experiences and the influence of others, particularly leaders. Negative leadership behaviours can affect how people see the world, their colleagues and organisations. For example, when leaders frequently use blame, misinformation, personal attacks or divisive language, some people may begin to accept these behaviours as normal or effective. Public figures have attracted both support and criticism, and the differing reactions to leadership style show how influential leaders can shape people’s beliefs, attitudes and values, either positively or negatively. This highlights the importance of critical thinking and evidence-based decision-making rather than simply adopting the views or behaviours of those in positions of influence.
To gain a better understanding take a look at our Critical thinking course here.
