The Four I's, Intellectual Stimulation (Thinking)

Supervisors have a tendency to have too much pride in their respective work centers. The amount of experience he or she may have gives one a sense of entitlement, which can hurt when becoming an efficient leader in today’s Air Force. One of the most important roles or concepts as a leader is from the Four I’s, Intellectual Stimulation (Thinking). In Structural Maintenance, no aircraft repair or additional duty is the same and it takes “thinking outside of the box” to achieve the end goal. Using this concept is important because it gives our subordinates a chance to open their minds so that they may grow on their own experiences and become the leaders of tomorrow. It teaches them that “the way it always has been done” is not the final answer. Simply asking someone “What do you think?” can

The consequences of not using Intellectual Stimulation can hurt a work center by putting a strangle hold on the creative process. Not allowing a young airmen a chance to speak their minds or to give incite on a certain challenge will hamper the development process, establishing an unhealthy environment. Subordinates will start to believe their supervisors are not approachable, opening doors for more mistakes in the work place and slowing down their chance to become the leaders we need for the future. According to our required reading for Module 3 in Chapter 7, Page 213, “This is the degree a leader values their subordinates’ rationality and intellect, seeking different perspectives and considering opposing points of view.” As a supervisor, I will apply the concept with this definition in mind. Intellectual Stimulation is a great way for a leader to know what type of airmen he or she has and to build on their strengths and weaknesses. In the future, whatever challenge may arise, I will always ask my subordinates what they think of the situation and how they would tackle the challenge. I will start group discussions on ideas to break up the “ism” that surrounds