Critical Thinking
To every complex question there is a simple answer and it is wrong.
H.L. Mencken
Getting all of the Pieces of the Critical Thinking Puzzle to Improve
Effective Decision Making
Presentation By:
Sharon Wardale-Trejo, Manager III
Stanislaus County Department of
Child Support Services
Agenda
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Introduction and Overview
Barriers to Critical Thinking
Tools to Develop Critical Thinking Skills
Implementing Critical Thinking
Analyze and Self Assess
Critical Thinking at Work
Why Are We Here?
■ Need a Better Way to
Make Decisions
✷ Use Available Time
✷ Use Limited Resources
■ Real Case Scenario
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Peerless Puzzles Demo Team
■ Objective: To assemble the puzzle(s) in the time
allowed.
■ Each team gets an envelope containing puzzle
pieces for 2 puzzles.
■ Time: 5-7 minutes
Decisions without Critical Thinking
What is Critical Thinking?
■ The disciplined art of ensuring that you use the
best thinking you are capable of in any set of
circumstances; or
■ The art of analyzing and evaluating thinking with
a view to improving it; or
■ The discipline of using information, experience,
observation and reasoning to guide your
decision, actions and beliefs.
What is Critical Thinking to You?
■ What do you see as the key elements of
Critical Thinking?
Common Threads in Most Definitions
■ An appreciation for various approaches to
understanding;
■ Increasing one’s sensitivity to culturally and
socially based differences;
■ Identify and reconsider some of their basic
assumptions; and
■ Be willing to step outside their own view to
assess from a variety of perspectives.
Underlying theme? Develop the skill of thinking.
Filters and Barriers to Critical Thinking
“The eye sees only what the mind is prepared to comprehend.”
Henri Bergson
Some Filters and Mental Models
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Assumptions
Gender
Social Class
Past Experience
Cultural Background
Group Think
Ideology
Past Practices
Biases
Ladder of Inference
■ Illustrates how quickly
we can leap to kneejerk conclusions.
■ We observe “data”;
■ Put our own meanings
and assumptions on
what we saw;
■ Draw conclusions; and
■ Take action based
upon our conclusions.
Source: The Fifth Discipline Fieldbook
Critical Thinking Jigsaw Puzzle
Question Every Step
Consider the Facts
Sound Reasoning
Unbiased Judgment
Thinking logical,
rational and complete
Test Assumptions
Developing Critical Thinking
■ Two Key Efforts
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Analytical thinking
• Analyze cause and effect;
• Develop evaluation skills
• Analyze trends to make sensible predications
about the future
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Critical Thinking Mindset
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Open-Minded
Well-Informed
Logical
Seek Clarification
Tools to Develop Your Critical Thinking Skills
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Cause & Effect Diagrams (Fishbone Diagrams)
Ladder of Inference
Impact Analysis
Appreciation
Drill-Down
Systems Diagrams
Decision Trees
Six Thinking Hats
Cause and Effect Diagrams
PEOPLE
MATERIALS
Problem to be
Solved (Effect)
RULES &
REGULATIONS
SYSTEM &
TECHNOLOGY
Ladder of Inference
How to Avoid Jumping to Conclusions
■ At each stage ask yourself WHAT
you are thinking and WHY.
■ Some questions can include:
■ Why this course of action?
■ What belief led to that action?
■ What am I assuming and are
my assumptions valid?
■ What data have I chosen and
why?
■ Have I considered all the right
facts?
Source: www.Mindtools.com
Impact Analysis
■ Designed to unearth the “unexpected” negative
effects of change.
■ Used before you start a project or if the decision
has been made - it helps prepare for and
manage any serious issues.
■ Brainstorm major areas affected - Team-based
approach most effective – varied perspectives
■ List potential impacts, evaluate severity and
manage the consequences.
Appreciation “So What?”
■ Powerful technique for extracting the maximum
amount of information from a simple fact.
■ Starting with a simple fact, ask the question, “So
what?” or what are the implications of that fact?
■ Keep asking that question until you have drawn all
possible inferences.
■ Appreciation provides a framework within which
you can extract information quickly, effectively and
reliably.
Systems Diagrams
How to Apply the Tools at Work
■ Changing organizational function from team
functional to cradle to grave.
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Impact Analysis or Systems Diagrams
■ Areas of focus for the next strategic plan.
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Cause and Effect Diagram (Fishbone Diagram)
■ Checking if your decision is sound and based
upon valid data.
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Ladder of Inference
EXERCISES
Cause and Effect: Barriers to Performance
PEOPLE
MATERIALS
Potential Actions
for Improved
Performance
RULES &
REGULATIONS
SYSTEM &
TECHNOLOGY
Self Assessments
■ How well did we do use critical thinking skills?
■ Are you aware of any assumptions and biases?
■ What’s your action plan to move forward?
Source: Non Sequitur, Property of United Feature Syndicate, Inc.
Benefiting from Critical Thinking
■ What if we did this well – how would it
benefit the organization?
■ What would be different?
■ What would be working better?
■ How would processes be improved?
■ What efficiencies would be gained?
■ What repetitious processes would be
eliminated?
Conclusion
■ Critical thinking means choosing the right
thinking process, and ensuring you use it
rigorously and completely.
■ THINK before you think, and choose the
best tools and techniques for each
situation.
■ Critical thinking enables you to have all the
pieces of the puzzle when making
decisions.
Thank You!