The 4 Types of Thinking Tourism Leaders Need to Practice—and Teach

What does it mean to add value in tourism? True value creation is not just about solving a problem but about solving the right problem in unexpected ways, leading to superior outcomes. This level of innovation doesn’t emerge from routine thinking. Instead, it comes from expert thinking, critical thinking, strategic thinking, and systems thinking. These cognitive skills are essential for leaders in destination marketing organizations (DMOs), hospitality businesses, and travel enterprises seeking to navigate an evolving industry.

If you want your tourism business to stand out, or if you're a leader looking to develop your team’s ability to add value, you must cultivate these thinking skills. However, many industry professionals use terms like expert, critical, strategic, or systems thinking without clearly understanding when to apply them. Each of these thinking styles serves a unique purpose and requires deliberate engagement.

Let’s explore these four essential thinking skills and how they apply to tourism leadership.

1. Expert Thinking

Expert thinking is built on deep industry knowledge, developed through years of experience, training, and hands-on practice. Tourism professionals use expert thinking when they craft travel itineraries, manage guest experiences, or develop marketing campaigns. They recognize patterns, anticipate visitor preferences, and make quick decisions based on prior knowledge. However, expertise in one tourism segment doesn’t automatically translate to another. A hotel revenue manager may be an expert in pricing strategies but might struggle to optimize visitor experiences at a cultural heritage site.

When to use expert thinking:

• When a situation requires a quick, informed response based on well-defined industry best practices.

• When prior experience offers a clear solution to operational challenges.

Example: A resort manager notices a decline in guest satisfaction scores. Using expert thinking, they immediately identify that service speed at the restaurant is the main issue. Based on past experience, they adjust staffing schedules to improve efficiency, solving the problem efficiently.

2. Critical Thinking

Critical thinking requires tourism leaders to pause and question assumptions. It involves analyzing whether a problem is being framed correctly and whether the information at hand is accurate and complete. In tourism, this is particularly important when addressing visitor behavior, sustainability challenges, or market trends.

When to use critical thinking:

• When tourism data seems to contradict expectations.

• When traditional approaches fail to attract visitors or improve experiences.

• When persistent issues, such as seasonality fluctuations, require deeper examination.

Example: A city’s tourism board notices declining visitor numbers and assumes that marketing efforts need improvement. A critical thinker, however, would question this assumption. They might uncover that rising hotel prices, not weak marketing, are deterring visitors. Instead of launching a new campaign, they collaborate with local hotels to offer seasonal discounts, addressing the actual issue.

3. Strategic Thinking

Strategic thinking in tourism requires looking beyond immediate challenges to anticipate future trends and position destinations for long-term success. Unlike analytical thinking, strategic thinking relies on imagination and the ability to envision new possibilities.

When to use strategic thinking:

• When making decisions that will impact a destination’s long-term competitiveness.

• When assessing future travel trends and shifts in visitor expectations.

• When designing tourism policies or master plans.

Example: A small coastal town wants to expand its tourism economy. Instead of simply attracting more summer visitors, a strategic thinker envisions a long-term plan to develop year-round attractions, such as wellness retreats and cultural festivals, reducing reliance on seasonal tourism.

4. Systems Thinking

Systems thinking helps tourism leaders understand the interconnected nature of travel ecosystems. A destination is not just a collection of hotels and attractions but a complex system influenced by transportation, local communities, environmental policies, and economic factors.

When to use systems thinking:

• When addressing tourism sustainability and environmental impact.

• When developing policies that balance visitor demand with resident well-being.

• When understanding the broader economic impact of tourism initiatives.

Example: A popular national park faces overtourism, leading to environmental degradation and visitor dissatisfaction. A systems thinker considers not just limiting visitor numbers but also improving public transit access, introducing timed entry tickets, and partnering with local businesses to create alternative attractions that distribute tourist traffic more evenly.

Integrating These Thinking Styles in Tourism Leadership

These four thinking skills are essential tools for tourism professionals navigating an increasingly complex industry. Leaders who apply expert, critical, strategic, and systems thinking can drive innovation, enhance visitor experiences, and create more sustainable and resilient tourism destinations.

Each thinking style is valuable on its own, but the most effective tourism leaders combine them. For instance, a DMO might use expert thinking to craft marketing strategies, critical thinking to assess whether those strategies are working, strategic thinking to plan for future visitor trends, and systems thinking to ensure the long-term sustainability of their destination.

The best thinking is collaborative. Encouraging teams to apply these four cognitive skills collectively fosters more innovative, thoughtful, and impactful decision-making. As tourism continues to evolve, the ability to think in these diverse and deliberate ways will be the key to adding real value to the industry.

About the Author: Stephen Ekstrom

Stephen Ekstrom is the embodiment of a passionate lifelong learner and a seasoned professional in the tourism industry, serving as the CEO and co-founder of Learn Tourism - the nonprofit academy. With over 25 years of experience, he has cultivated a deep understanding of tourism development and education, driven by his commitment to advancing the industry and fostering sustainable economies. Stephen's insatiable curiosity and love for knowledge have led him to be a proud nerd, constantly seeking to expand his expertise and share his insights with others. Alongside his faithful furry companions, Rudy and Marjorie, he embraces the digital nomad lifestyle, traversing the globe and immersing himself in diverse cultures. A dedicated advocate for continuous improvement, Stephen is a professional member of the Association for Talent Development, and a member of Skal International. Stephen holds prestigious certifications in Inclusive and Ethical Leadership from USF, AI Governance and Ethics from Brown University, and Sustainable Business Strategy from Harvard Business School.