They like and encourage analytical thinking. They embrace a very specific way of arguing and thinking that includes a highly restrictive definition of what constitutes reasonable grounds for moving ahead with a project, a very narrow definition of proof. For analytical thinking, all proof emanates from the past—a general rule handed down from the past, or a set of observations of events or behaviors that have already happened. The average manager has been trained and rewarded to look to the past for proof before making the big decisions.
