Traditional Theory: Accepting the Status Quo
Traditional theory often treats norms, rules, and structures as fixed. It describes and explains how systems function, without questioning who created them or whether they remain valid today. The risk here is passivity—accepting “how things are” as if they were natural or eternal.
As Victor Gijsbers (2018) notes, historical understanding is always retrospective. The standards set by privileged groups in the past do not automatically fit the present. If we do not question these standards, we miss the contradictions that fuel historical progress.
Critical Theory: Questioning the Gaps
Critical theory begins with critique—identifying the gap between how things are supposed to work and how they actually function. It rejects the idea of eternal truths and insists on constant questioning. For Hegel (1972), progress happens through contradictions: thesis, antithesis, synthesis.
Critical theory is also inseparable from praxis. It is not enough to think critically; we must act in ways that reveal contradictions and push systems toward change. As Kirsch (2018) reminds us, a critical perspective in leadership demands critical praxis.
A Personal Lens: Self-Directed Learning and Critique
While studying this topic, I saw parallels between critical theory and self-directed learning (Boyatzis, Goleman, & McKee, 2013). Both begin by identifying gaps:
- Critical theory: How the world is vs. how it should be.
- Self-directed learning: The real self vs. the ideal self.
Both are iterative. We don’t resolve contradictions once and for all; we revisit them, experiment, and grow. In this sense, learning itself is dialectical—moving through cycles of tension and resolution.
For me, this process resembles developing emotional intelligence. Both require perspective-taking, empathy, and the courage to question accepted truths.
Learning to “See” Critically
Understanding critical theory feels a lot like thermodynamics:
- The first time, you don’t understand it.
- The second time, you think you understand it.
- The third time, you finally get it.
Critical theory takes repetition, reflection, and multiple encounters before it truly clicks.
Applying Critical Theory in My Work
I’ve worked at my organization for nearly five years. Along the way, I’ve encountered contradictions, dissonances, and leadership blind spots. Critical theory gives me a framework to address them more strategically.
Key insights for my practice:
- Critiques are not objective truths. They are my perceptions, shaped by context. Others may disagree, and that’s part of the process.
- Start where I have influence. My immediate team is the best place to practice critique and praxis before moving to organizational-level change.
- Balance critique with construction. The goal is not to tear down but to illuminate contradictions and guide improvements.
Ultimately, critical theory expands my leadership toolbox. It helps me question the status quo in a constructive way, linking theory to action and critique to renewal.
Closing Thought
Traditional theory explains the world. Critical theory asks if the world should be explained that way at all. By learning to see the gaps, question assumptions, and act on contradictions, I aim to contribute to meaningful change—starting with my team and growing outward.
