The Limits of Instinct
There are moments in our work and in our lives when we realize that the way we have always approached things is no longer enough. We sense it in the tension that builds when decisions feel rushed. We see it in the patterns we repeat without noticing. We feel it in the quiet pressure to agree, to move along, to avoid slowing the group down. Most of us learn to navigate these moments by instinct, and for a while that works. But instinct alone has a way of narrowing our vision. It convinces us that what is familiar is what is true. It tells us that what we have always done is what we should continue to do.
Where Red Teaming Came From
Red Teaming emerged in the military long before it entered the broader conversation. It was born out of necessity. Leaders recognized that even highly trained teams, operating with discipline and shared purpose, were vulnerable to the same human tendencies that affect all of us. They saw how easily a group could drift toward agreement without ever examining the assumptions beneath it. They saw how quickly a plan could fail because no one had permission to ask the uncomfortable question. They saw how often people mistook confidence for clarity.
The Army’s University of Foreign Military and Cultural Studies eventually put language to this problem. They described Red Teaming as a way of thinking rather than a set of tactics. They called it a flexible cognitive approach that helps people ask better questions, challenge assumptions, and see situations from multiple perspectives. They went even further and described it as a form of risk management for the human brain. That phrase has stayed with me because it captures something essential. Red Teaming is not about criticism. It is about protection. It protects us from the predictable ways we deceive ourselves.
Why Red Teaming Belongs in Everyday Life
When you look closely at the origins of Red Teaming, you begin to see why it matters far beyond the military. The same forces that shape a planning room shape a family, a workplace, a friendship, or an investigative interview. We all carry our histories into the room. We all bring our assumptions, our blind spots, our emotional shortcuts. We all have moments when we believe we understand more than we do. And we all benefit from someone who helps us slow down long enough to see what we might be missing.
Red Teaming gives structure to that slowing down. It gives us a way to examine our thinking without shame or defensiveness. It gives us a way to invite others into the process so that accountability becomes a shared strength rather than a private burden. It gives us a way to approach life with a consistent mindset that does not change when we move from home to work or from one relationship to another. That consistency is not restrictive. It is freeing. It simplifies life because it removes the need to reinvent ourselves in every setting. It strengthens us because it aligns our thinking with our values.
The Wellbeing Connection
There is another layer to this that is often overlooked. Red Teaming is not only about improving decisions. It is about improving wellbeing. When we challenge our assumptions, we reduce the stress that comes from acting on incomplete information. When we invite others to question our thinking, we strengthen the relationships that sustain us. When we learn to see situations from multiple perspectives, we become more resilient in the face of uncertainty. These are not abstract benefits. They are the foundations of a healthier life.
The more I work in investigative interviewing, the more I see how essential this mindset is. Interviewers who can shift perspectives, who can examine their own assumptions, who can remain open and curious, are not only more effective. They are steadier. They carry less emotional residue from the work. They build stronger rapport. They make fewer errors. They experience less internal conflict. Red Teaming supports that steadiness because it teaches people to think with intention rather than reaction.
A Way of Thinking That Strengthens Life
This series begins here because understanding where Red Teaming came from helps us understand what it can become. It is not a military artifact. It is a human one. It is a way of approaching the world that honors complexity without being overwhelmed by it. It is a way of strengthening ourselves and the people around us. It is a way of living with greater clarity, greater accountability, and greater resilience.
And it is a way of thinking that belongs not only in planning rooms but in every part of our lives.
Like much of what I write, training is a first step, the one that moved me beyond my own blind spots, at least some of them. I can provide that training or point you toward providers who teach science-based techniques. Do your research. Find the right fit. Make your training dollar count.
Whether you’re a practitioner or a leader, don’t settle for legacy methods with no empirical foundation. This is not the time to “do it as we’ve always done it.” Leadership carries the same responsibility: to know, apply, and demand standards that maximize your team’s effectiveness and advance your mission.
Anderson Investigative Associates custom-tailors science-based training to meet specific needs. If you’d like to discuss this transition, or any training need, reach out. You’ll also find related topics on interviewing, auditing, and investigations in our other blogs, videos, and instructional blocks.
If you have questions, comments, or an interview topic you’d like me to address, let me know. In the meantime, be well, stay safe, and start investing in a transition that is both ethical and effective. It will elevate everything you do. It’s time to strengthen your interviewing and communication skills, not only in your work, but throughout your life. And if you need help getting started, I know who can help.
Further Reading
- Dörner, D. The Logic of Failure: Recognizing and Avoiding Error in Complex Situations. Basic Books, 1996.
- Kahneman, D. Thinking, Fast and Slow. Farrar, Straus and Giroux, 2011.
- Klein, G. Sources of Power: How People Make Decisions. MIT Press, 1998.
- Weick, K. E., & Sutcliffe, K. M. Managing the Unexpected: Sustained Performance in a Complex World. Wiley, 2015.
- Edmondson, A. The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley, 2019.
- Fredrickson, B. L. “The broaden-and-build theory of positive emotions.” American Psychologist, 2001.
- Gross, J. J. “Emotion regulation: Affective, cognitive, and social consequences.” Psychophysiology, 2002.
- Deci, E. L., & Ryan, R. M. Self-Determination Theory. Guilford Press, 2017.
- UFMCS. The Red Team Handbook, Version 9.0. TRADOC G-2, 2020.
- U.S. Army TRADOC. Red Teaming Guide. TRADOC G-2.
- UFMCS. Applied Critical Thinking Handbook.
- Heuer, R. J. Psychology of Intelligence Analysis. CIA Center for the Study of Intelligence, 1999.
- Zenko, M. Red Team: How to Succeed by Thinking Like the Enemy. Basic Books, 2015.
- Tetlock, P. E., & Gardner, D. Superforecasting: The Art and Science of Prediction. Crown, 2015.
About the Author: Mark A. Anderson is Director of Training and Development at Anderson Investigative Associates, where he provides training on interview planning, Cognitive Interview techniques, Strategic Use of Evidence, and other science-based interviewing methods.
Contact:
Anderson Investigative Associates, LLC
114 Loucks Avenue
Scottdale, PA 15683
Phone: 912-571-6686
Email: manderson@andersoninvestigative.com
Website: www.AndersonInvestigative.com
LinkedIn: https://www.linkedin.com/in/mark-a-anderson-a46a1658
