March 23, 2022 10 min to read

The Power of Deep Thinking for Software Engineers and Engineering Leaders

🎉 Introduction

In today’s fast-paced world of constant connectivity, instant communication, and never-ending notifications, finding the time and mental space for deep thinking can be challenging. However, deep thought is invaluable for software engineers and engineering leaders looking to solve complex problems, innovate, and create more efficient, robust, and user-friendly software solutions. Indeed, all knowledge workers can benefit from the time away from distractions to think about the more complex problems they are tasked with solving and this can be challenging depending on your work environment. In this article, I’ll explore the power of deep thinking for modern software engineers and engineering leaders and discuss ways to enable deep work in our lives and teams. I’ll also touch on the potential benefits of deep thinking for employee happiness and reducing burnout and stress.

🧠 What is Deep Thinking?

Depth of thought is a complex concept, so for this article, I will focus on the two extremes: ‘deep thinking’ and ‘quick thinking’. There are many levels of cognitive processing between these two extremes, and different types of thinking may be appropriate for different contexts and situations.

Deep thinking involves a prolonged and uninterrupted focus on a problem or task, allowing for the exploration of multiple perspectives and considering potential solutions. This type of thinking is essential in software engineering, where complex projects require careful planning and consideration. Without deep thought, teams may make decisions based on incomplete information or cannot consider all possible solutions to a problem.

To avoid quick thinking and ensure the quality of their work, software engineering teams must find ways to balance synchronous communication with deep thought. Quick thinking can occur when team members are constantly interrupted by meetings, instant messaging, and other synchronous communication channels. On the other hand, quick thinking occurs when team members need to be more focused on synchronous communication, leading to less thoughtful decision-making and the potential for lower-quality work, but much higher bandwidth for quick tasks.

🌟 The Value of Deep Thinking

Deep thinking, also known as critical thinking or reflective thinking, involves engaging in focused, deliberate thought to explore complex ideas, make connections, and draw conclusions. For software engineers and engineering leaders, deep thinking can help, when paired with the right amount of quick thinking:

Develop a better understanding of complex problems: By dedicating time to think deeply about a problem, engineers can uncover hidden connections, identify potential pitfalls, and develop a more comprehensive understanding of the issue at hand.
Innovate and create better solutions: Deep thinking allows engineers and leaders to look beyond the obvious and consider alternative approaches, leading to more innovative and effective solutions.
Improve decision-making: Deep thinking helps engineers and leaders evaluate different options and weigh the pros and cons, leading to better-informed decisions.
Enhance learning and skill development: Engaging in deep thinking promotes self-reflection and evaluation, helping engineers and leaders identify areas for improvement and develop new skills.
Foster a culture of reflection and continuous improvement: Encouraging deep thinking within teams helps create an environment where reflection, learning, and growth are valued and nurtured.

🔬 The Human Brain and Different Types of Thinking

Our brains are wired to handle different types of thinking. Quick thinking, or System 1 thinking, involves making fast, automatic, and intuitive decisions. This thinking is essential for managing everyday tasks and reacting to unexpected situations. In contrast, deep thinking, or System 2 thinking, requires deliberate and focused mental effort to analyse complex problems and develop well-reasoned solutions. Neither System 1 nor System 2 thinking is considered good or bad. They are different and there are trade offs with both. Achieving a balance is ideal to arrive at the best solution and many problems aren’t complex enough to require System 2 thinking anyway.

Interruptions, like notifications or sudden requests, can disrupt our deep thinking process and force us to revert to quick thinking. This switch occurs because our brains are designed to prioritise immediate threats and respond to new information. As a result, we might struggle to focus on complex tasks and miss out on the benefits of deep thinking.

Research shows that these two types of thinking activate different brain areas. However, unlike the left brain / right brain concept that is often wheeled out, they are not two distinct systems of the brain and instead use different parts of the brain to shape behaviour. The two types of thinking are interdependent - indeed there are many types of thinking not just two (as mentioned at the start of this article). I found this useful to understand more about this: System 1 and System 2 Thinking - Debunking Myths and Re-establishing Truths

💡Enabling Deep Work: Strategies for Individuals and Leaders

Given the benefits of deep thinking for software engineers and engineering leaders, how can we incorporate it into our busy lives and support our teams in doing the same? Here are some strategies to consider:

Schedule dedicated deep work time: Set aside regular, uninterrupted blocks for deep thinking and problem-solving. Consider turning off notifications, closing email, and putting your phone in ‘Do Not Disturb’ mode during these periods.
Create an environment conducive to deep thinking: Find a quiet, comfortable space to focus without distractions. If you work in a noisy office, consider using noise-cancelling headphones or finding a dedicated quiet room.
Break tasks into manageable chunks: Divide complex problems or projects into smaller, more manageable tasks. This can make it easier to focus on one aspect at a time and make progress through in-depth work sessions.
Develop a deep work routine: Establish a consistent routine that signals the start of deep work, such as brewing a cup of tea or taking a few deep breaths. This can help train your brain to enter a deep thinking state more easily.
Prioritise and protect deep work: Help your team understand the importance of deep work and encourage them to schedule dedicated time for it. Be mindful of not overloading them with meetings and other distractions that can disrupt their focus.
Asynchronous Communication and Ideation: Encourage asynchronous communication and ideation within your team to minimise interruptions and give individuals the flexibility to engage in deep work when it’s most effective.
Encourage regular breaks and downtime: Rest is essential for maintaining mental clarity and focus. Encourage your team to take frequent breaks, step away from screens, and engage in activities that help recharge their mental batteries.
Provide resources and support for personal development: Offer resources and opportunities for your team to develop deep thinking skills, such as workshops, training, and access to relevant books or articles.
Foster a culture of reflection and continuous improvement: Encourage your team to reflect on their work regularly, discuss challenges, and share lessons learned. This can help create an environment where deep thinking is valued and nurtured.

😃 The Connection Between Deep Thinking and Employee Happiness

Deep thinking can increase employee happiness. When individuals engage in deep work, they can experience a sense of achievement, mastery, and fulfilment, which can contribute to their overall well-being. For many, it is also a welcome change of pace from tasks requiring quick thinking - introverted team members are especially grateful for this time. Furthermore, by encouraging deep thinking and providing the necessary resources and support, organisations can create a culture of trust, autonomy, and continuous growth, leading to higher job satisfaction and reduced turnover.

Research suggests that being in a constant state of quick-thinking mode, also known as “shallow work,” can lead to increased stress, burnout, and reduced productivity. Shallow work involves tasks that require little cognitive effort, are quickly interrupted, and do not require deep thinking. Continuously engaging in shallow work can prevent individuals from reaching a state of flow or deep work, essential for solving complex problems and fostering creativity. Having a balance of Quick Thinking and Deep thinking within a reasonable routine can also reduce burnout and stress.

In his book “Deep Work,” Cal Newport discusses how the constant switching between tasks and attention to interruptions can lead to mental fatigue and increased stress levels. This state of continual distraction can prevent us from engaging in deep thinking, which is crucial for professional growth and overall well-being.

Moreover, research has shown that multitasking (or as some dub it “switchtasking” as it’s really fast task switching), a common characteristic of shallow work, can increase stress and decrease productivity. Studies also show that chronic multitaskers struggle to focus to learn new things. The article The True Cost of Multitasking Isn’t Productivity—It’s Mental Health explains more.

🏁 Conclusion

Deep thinking is essential for software engineers and engineering leaders looking to solve complex problems, innovate, and create more effective software solutions. With so many distractions from technology and our ways of working, enabling time for deep thinking can be more complicated than ever. However, the benefits are enormous, from generating more and better ideas to keeping your employees from the pressure of continually being in quick-thinking mode, fast-switching between multiple tasks. Being in a constant mode of quick-thinking without sufficient time for deep thinking can negatively impact mental health, increasing stress levels and the risk of burnout. Balancing quick thinking and deep thinking is vital to maintain productivity and overall well-being. By incorporating deep work strategies into our lives and supporting our teams in doing the same, we can harness the power of deep thinking to drive success, foster a culture of continuous improvement, and ultimately contribute to a happier and more engaged workforce.