Critical Thinking Skills IG



Critical Thinking Skills41459154448175Instructor Guide00Instructor Guide4195064177558700The Microsoft name, Word?, PowerPoint?, and Outlook? are the property of Microsoft Corporation. Cover image copyright ? 2013 by Yuri Arcurs. Used under license from .Instructional Design and Learning PhilosophySound Instructional DesignAll course content is developed using a variety of research techniques. These include:Brainstorming sessions with target audienceLibrary researchOnline researchCustomer research (focus groups, surveys, etc.)Subject Matter Experts (SMEs)Interviews with trainersExpert instructional designers create imaginative and innovative solutions for your training needs through the development of powerful instructional elements. These include:Learning objectives provide effective tools for managing, monitoring, and evaluating trainingMeaningful connections between the topic and students’ past, present, and futureAppropriate organization of essential ideas helps students to focus on what they need to know in order to learnModeling techniques demonstrate useful behaviors and problem-solving skillsActive application, the cornerstone to learning, helps students immediately apply what they have learned to a real-life situationConsistent instructions and design help students learn and retain new informationAccelerated learning techniques create interactive, hands-on involvement to accommodate different learning stylesApplication of Adult Learning StylesAdults learn best by incorporating their personal experiences with training and by applying what they learn to real-life situations. Our experienced instructional designers incorporate a variety of accelerated learning techniques, role-plays, simulations, discussions, and lectures within each course to appeal to all learning styles and ensure that the ideas and information will be retained.Instructional Design and Learning Philosophy (cont.)Customizing Your ProgramThere are two ways you can customize this program: 1) Customize the content and 2) Customize the format.Customizing the content is easy. The Instructor Guide and Participant Guide are created in Word, so you can simply modify the content just as you would any Word document. Some common reasons for customizing content include:Changing examples to fit your industry or work environmentModifying content to match work rules and proceduresAdding, deleting or rearranging content to meet training time constraintsThe other way to customize the program is to change the formatting. Typically, organizations will do this to add their corporate logo and/or colors, or it may just be an issue of personal preference. Again, treat the Instructor Guide and/or Participant Guide as you would any Word document. The styles used in this document are labeled HRDQ in the Quick Styles tab. For additional help using Word, consult the Microsoft website.Preparing for the TrainingAs you know, preparation is the key to conducting an effective training. Here are some issues to consider:LogisticsAdvertise the training with enough advance notice that participants can block it out on their calendars. Consider contacting potential participants’ managers to encourage their attendance.Send a confirmation notice before the training reminding participants of the date, time and location.Room setup: Ideally, use round tables to facilitate partner and small group interaction.Equipment and SuppliesIn order for the training to go smoothly, have these supplies and equipment on hand:Name tagsRulers and rubber bandsFlip chart and markers, tapeNewspaper article (about 5 copies)Laptop with projector (for the PowerPoint)Water for yourself and the participantsBlank paper and pens, sticky notesBeverages and snacks (optional)Timer or watch -18002252681605ReadingWrittenExerciseGroup ActivityFacilitation00ReadingWrittenExerciseGroup ActivityFacilitationCourse ActivitiesModule One: Characteristics of Critical ThinkingType of ActivitySegment Timing (minutes)Course Objectives 55147945-680085ReadingWrittenExerciseGroup ActivityFacilitation00ReadingWrittenExerciseGroup ActivityFacilitationWhat is Critical Thinking? 10Why Is It Important? 5Curiosity 10Awareness 5Flexibility10Common Sense10Module Two: Critical Thinking MistakesRationalization 10Emotional Thinking 10Biases 5 56178452625725ReadingWrittenExerciseGroup ActivityFacilitation00ReadingWrittenExerciseGroup ActivityFacilitationCourse Activities (cont.)Module Two: Critical Thinking Mistakes (cont.)Type of ActivitySegmentTiming (minutes)Tunnel Vision10Module Three: The Critical Thinking ProcessType of ActivitySegmentTiming (minutes)EEE 5Examine 5Explore 45Evaluate30Module Four: Turning Thinking into ActionCritical Thinking Practice 45Critical Thinking Evaluation Tool10ContentsModule One: Characteristics of Critical Thinking1Course Objectives2What Is Critical Thinking?3Why Is It Important?4Curiosity5Awareness6Flexibility7Common Sense8Module Two: Critical Thinking Mistakes9 TOC \t "Heading 1,1" Rationalization10Emotional Thinking11Biases12Tunnel Vision13Module Three: The Critical Thinking Process14EEE15Examine16Explore17Evaluate21Module Four: Turning Thinking into Action23Critical Thinking Practice24Thinking about Critical Thinking26Appendix29Action plan30Course review31Suggested resource list33Course evaluation34Module One7429505715000Characteristics of Critical ThinkingCourse Objectives5972810939800Trainer Notes5 minutesIntroduce yourself and provide a brief background if participants don’t know you. Go over logistics (schedule, breaks, restrooms, etc.) and any ground rules for the day. Typical ground rules include no electronics in use, show respect for every participant, participate fully, no dominating or interrupting, etc.Review the course objectives with participants.00Trainer Notes5 minutesIntroduce yourself and provide a brief background if participants don’t know you. Go over logistics (schedule, breaks, restrooms, etc.) and any ground rules for the day. Typical ground rules include no electronics in use, show respect for every participant, participate fully, no dominating or interrupting, etc.Review the course objectives with participants.Successful completion of this course will increase your knowledge and ability to:Define critical thinkingIdentify and adopt the characteristics of critical thinkingRecognize and avoid critical thinking mistakes Identify assumptionsEvaluate information accurately and thoroughlyDistinguish between fact and opinionImplement the critical thinking process in business situationsWhat Is Critical Thinking? 5944235749300Trainer Notes10 minutesActivity to introduce: Work in small groups or with a partner. Share a bit about yourself, including the kind of transportation you use. Why did you choose that particular car or method? Debrief by sharing choices. Why didn’t everyone make the same choice? How did critical thinking affect your choice (or not)?Activity: Ask participants to list descriptions for critical thinking—you will likely hear things such as logic, logical reasoning, creative thinking, problem solving, You may also hear some negative terms such as know-it-all, negative thinking, pessimism, manipulation, etc. The point is to introduce critical thinking as a positively motivated tool for making good decisions.Here is one definition: Critical thinking is reasonable, reflective thinking that is focused on deciding what to believe and what to do. It uses the identification and evaluation of evidence to guide decision making. Discuss what it is NOT (listed in the workbook).00Trainer Notes10 minutesActivity to introduce: Work in small groups or with a partner. Share a bit about yourself, including the kind of transportation you use. Why did you choose that particular car or method? Debrief by sharing choices. Why didn’t everyone make the same choice? How did critical thinking affect your choice (or not)?Activity: Ask participants to list descriptions for critical thinking—you will likely hear things such as logic, logical reasoning, creative thinking, problem solving, You may also hear some negative terms such as know-it-all, negative thinking, pessimism, manipulation, etc. The point is to introduce critical thinking as a positively motivated tool for making good decisions.Here is one definition: Critical thinking is reasonable, reflective thinking that is focused on deciding what to believe and what to do. It uses the identification and evaluation of evidence to guide decision making. Discuss what it is NOT (listed in the workbook).What kind of transportation do you use? Descriptions of critical thinking ________________________________________________________________________________________________________________________________________________Definition of critical thinking ________________________________________________________________________________________________________________________________________________________________________________________________What critical thinking is notAcquisition of information without evaluationEvaluation of information without investigating it Being argumentative or critical of other people5916295889000Trainer Notes5 minutesAccording to a study by The Conference Board, 400 senior HR professionals were asked to name the most important skill their employees will need in the next five years. Critical thinking ranked #1—above innovation or technology. Critical thinking is a valuable skill in the workplace. It enables employees to think independently, make better decisions, deal with change quickly and effectively, think more creatively, and be more self-reflective—thus, more receptive to self-improvement.Critical thinking helps you to do the following: Detect inconsistencies and common mistakes in reasoning, recognize your own assumptions and biases, identify the importance and relevance of various ideas, and reach well-reasoned conclusions and solutions.00Trainer Notes5 minutesAccording to a study by The Conference Board, 400 senior HR professionals were asked to name the most important skill their employees will need in the next five years. Critical thinking ranked #1—above innovation or technology. Critical thinking is a valuable skill in the workplace. It enables employees to think independently, make better decisions, deal with change quickly and effectively, think more creatively, and be more self-reflective—thus, more receptive to self-improvement.Critical thinking helps you to do the following: Detect inconsistencies and common mistakes in reasoning, recognize your own assumptions and biases, identify the importance and relevance of various ideas, and reach well-reasoned conclusions and solutions.Why Is It Important?Critical thinking enables you to:Think independentlyMake better decisionsSolve problems systematicallyThink more creativelyIncrease self-reflectionSpecific benefits of critical thinkingDetect inconsistencies and common mistakes in reasoningRecognize your own assumptions and biasesIdentify the importance and relevance of various ideasReach well-reasoned conclusions and solutions11049007340600According to a study by The Conference Board, 400 senior HR professionals were asked to name the most important skill their employees will need in the next five years. Critical thinking ranked #1—above innovation or technology.00According to a study by The Conference Board, 400 senior HR professionals were asked to name the most important skill their employees will need in the next five years. Critical thinking ranked #1—above innovation or technology.Curiosity5842000831215Trainer Notes10 minutesIn this section, we’ll discuss four important characteristics of critical thinking: curiosity, awareness, flexibility and common sense.Curiosity: The purpose of critical thinking is not to be right, but to gather and assess the right information. Na?ve observer vs. know-it-all: Approach the issue from a “na?ve observer” perspective. Imagine you know nothing about the issue and are hearing about it or seeing it for the first time. Remove all your preconceived notions.Curiosity must be combined with humility. Don’t allow pride or ego to influence your position. Don’t stubbornly cling to a position when evidence points to the contrary.Sticking with the vehicle analogy, ask participants: How inquisitive are you about cars? What about how cars run—do you know about different engines, transmissions, suspensions, brakes, tires, etc.? 00Trainer Notes10 minutesIn this section, we’ll discuss four important characteristics of critical thinking: curiosity, awareness, flexibility and common sense.Curiosity: The purpose of critical thinking is not to be right, but to gather and assess the right information. Na?ve observer vs. know-it-all: Approach the issue from a “na?ve observer” perspective. Imagine you know nothing about the issue and are hearing about it or seeing it for the first time. Remove all your preconceived notions.Curiosity must be combined with humility. Don’t allow pride or ego to influence your position. Don’t stubbornly cling to a position when evidence points to the contrary.Sticking with the vehicle analogy, ask participants: How inquisitive are you about cars? What about how cars run—do you know about different engines, transmissions, suspensions, brakes, tires, etc.? Think like a kidTake a “na?ve observer” perspective instead of being a know-it-all Show some humility; don’t let pride or ego get in the way of clear thinkingAsk questions that reflect your willingness to grasp and accept new ideas and conclusionsProject inquisitiveness and excitement rather than skepticism or negativityActivityInstructions: Take a ruler and rubber band and combine them to make as many different uses as you can think of. List them below.____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ 368300212090Make the point: If you are the type of person who only knows how to turn it on and drive it, do you see any value in learning more about cars? Would it help you make better decisions related to your type of transportation?Activity: Divide participants into small groups. Give each group a ruler and a rubber band and tell them to create as many different objects as they can. Some uses you will probably see: Slingshot, bookmark, paper holder, guide for marking/cutting, water level indicator. Consider giving a small prize to the group who thinks of the most uses. Make the connection to work: There are things you know how to do already, but perhaps it would be worthwhile to be curious about how or why you’re doing them.00Make the point: If you are the type of person who only knows how to turn it on and drive it, do you see any value in learning more about cars? Would it help you make better decisions related to your type of transportation?Activity: Divide participants into small groups. Give each group a ruler and a rubber band and tell them to create as many different objects as they can. Some uses you will probably see: Slingshot, bookmark, paper holder, guide for marking/cutting, water level indicator. Consider giving a small prize to the group who thinks of the most uses. Make the connection to work: There are things you know how to do already, but perhaps it would be worthwhile to be curious about how or why you’re doing them.Awareness6013450889000Trainer Notes5 minutesAwareness is knowing what you know, and knowing what you don’t know. This idea is best illustrated by Johari’s Window, a concept developed in 1955 and named for its creators, Joseph Luft and Harry Ingham.This is particularly critical when examining our assumptions (which we’ll get to later). Often, assumptions will fall in the Blind or Unknown categories—we don’t recognize our own assumptions and biases.An effective critical thinker must be able to discover his/her blind spots as well as the unknown in order to make reasonable, reflective decisions.Returning to our transportation analogy: How many different makes and models of cars can you name? How many different types of transportation can you name? How about around the world? Debrief: If you don’t know all your options, you might miss out on the optimal solution to your transportation needs.00Trainer Notes5 minutesAwareness is knowing what you know, and knowing what you don’t know. This idea is best illustrated by Johari’s Window, a concept developed in 1955 and named for its creators, Joseph Luft and Harry Ingham.This is particularly critical when examining our assumptions (which we’ll get to later). Often, assumptions will fall in the Blind or Unknown categories—we don’t recognize our own assumptions and biases.An effective critical thinker must be able to discover his/her blind spots as well as the unknown in order to make reasonable, reflective decisions.Returning to our transportation analogy: How many different makes and models of cars can you name? How many different types of transportation can you name? How about around the world? Debrief: If you don’t know all your options, you might miss out on the optimal solution to your transportation needs.Awareness is knowing what you know, and knowing what you don’t know. 6165854702175Activity: Show this slide and ask participants how many human faces they see in it.Seeing 4-5 faces is an average result, 6-7 is extremely observant and 10-11 is extraordinary. Debrief: Those who didn’t see more than 4-5 faces probably weren’t aware there were more—they had a blind spot.00Activity: Show this slide and ask participants how many human faces they see in it.Seeing 4-5 faces is an average result, 6-7 is extremely observant and 10-11 is extraordinary. Debrief: Those who didn’t see more than 4-5 faces probably weren’t aware there were more—they had a blind spot.Flexibility6013450876300Trainer Notes10 minutesShow the following slide and ask people what they see.Most people will immediately see the outline/profile of a face. If they can also see the word “Liar” written diagonally from upper left to lower right, they have a flexible perspective.The opposite of flexibility is a need for certainty, resistance to ambiguity or considering any alternative besides their initial one.Play devil’s advocate: Explore the opposite point of view from your original one and see what new opportunities or options arise.Back to the transportation analogy: Ask participants how many have purchased the same car or brand more than once? Note: That’s not necessarily a bad idea if they used a critical thinking process and arrived at the same car. 00Trainer Notes10 minutesShow the following slide and ask people what they see.Most people will immediately see the outline/profile of a face. If they can also see the word “Liar” written diagonally from upper left to lower right, they have a flexible perspective.The opposite of flexibility is a need for certainty, resistance to ambiguity or considering any alternative besides their initial one.Play devil’s advocate: Explore the opposite point of view from your original one and see what new opportunities or options arise.Back to the transportation analogy: Ask participants how many have purchased the same car or brand more than once? Note: That’s not necessarily a bad idea if they used a critical thinking process and arrived at the same car. 6013450951230Trainer NotesXX minutes00Trainer NotesXX minutesSomeone who is flexible:Is open to new informationChanges approach or perspective in response to unexpected obstacles or changing conditionsAdapts easily and rapidly to new situations and new informationConsiders alternative points of view without being attached to any one perspectivePlays devil’s advocateDeals with ambiguity without getting stressed outSolves problems through compromise and consensus and is willing to experiment with another person’s ideasActivityInstructions: Look at each group of words and think of another word that is associated with all three of them.turkeyshoulderwar______________________sun backtelevision______________________floorplayfair______________________coffeeheartdown______________________ragetobaccorash______________________ Common Sense6005195914400Trainer Notes10 minutesCommon sense means paying attention to the obvious. It’s not as easy (or as common) as it sounds.Example: A resident doctor was making the rounds and saw a patient with a black tongue. She immediately ran through all possible diagnoses with that symptom. Meanwhile, the attending doctor asked the patient if he used black cough drops—he had. Lesson: Pay attention to the mon sense quiz: Conduct with the entire group or allow several minutes for participants to answer on their own. Answers:OneA 50 cent piece and a nickel. Only one is not a nickel.Two70They were playing different peopleThe matchNineNo. He’s dead.00Trainer Notes10 minutesCommon sense means paying attention to the obvious. It’s not as easy (or as common) as it sounds.Example: A resident doctor was making the rounds and saw a patient with a black tongue. She immediately ran through all possible diagnoses with that symptom. Meanwhile, the attending doctor asked the patient if he used black cough drops—he had. Lesson: Pay attention to the mon sense quiz: Conduct with the entire group or allow several minutes for participants to answer on their own. Answers:OneA 50 cent piece and a nickel. Only one is not a nickel.Two70They were playing different peopleThe matchNineNo. He’s dead.Pay attention to the obviousVerification and accuracy: Are numerical figures accurate?Does it pass the “sniff test”? Think of outlandish urban legends, like stories of people who follow their GPS when it tells them to drive into a building!Consider the sourceCommon sense quiz1. How many birthdays does the average man have? 2. You have two US coins totaling 55 cents. One is not a nickel. What are the coins? 3.If there are 3 apples and you take away two, how many do you have? 4. Divide 30 by 1/2 and add 10. What is the answer?5. Two men play five games of checkers. Each man wins the same number of games. There are no ties. Explain this. 6. If you had only one match and you walked into a room where there was an oil burner, a kerosene lamp, and a wood-burning stove, what would you light first? 7.A farmer has 17 sheep; all but 9 die. How many are left?8.Is it legal for a man in California to marry his widow’s sister? Why?Module Two7715254572000Critical Thinking MistakesRationalizationEvidence → Conclusion = LogicConclusion → Evidence = RationalizationCommonly known as excuses!Arises from a desire to avoid being wrong or not wanting to accept another conclusion5861050976630Trainer Notes10 minutesCritical thinking mistake: Rationalization. Rationalization is the opposite of logical thinking. When thinking logically, you start with evidence and move to a conclusion based on the evidence. With rationalization, you begin with the conclusion you want and then gather evidence to support that conclusion.00Trainer Notes10 minutesCritical thinking mistake: Rationalization. Rationalization is the opposite of logical thinking. When thinking logically, you start with evidence and move to a conclusion based on the evidence. With rationalization, you begin with the conclusion you want and then gather evidence to support that conclusion.ExamplesA manager who wants to hire a personal friend keeps finding reasons to reject resumes from other, perhaps more qualified, applicantsA restaurant cuts the portion sizes of its entrees without reducing the price to save money and tries to convince customers that the “healthier portion size” is better for them5861050976630Trainer Notes10 minutesCritical thinking mistake: Rationalization. Rationalization is the opposite of logical thinking. When thinking logically, you start with evidence and move to a conclusion based on the evidence. With rationalization, you begin with the conclusion you want and then gather evidence to support that conclusion.Car analogy: Rationalizing is choosing to buy an expensive car and convincing yourself and others that it is the best deal.00Trainer Notes10 minutesCritical thinking mistake: Rationalization. Rationalization is the opposite of logical thinking. When thinking logically, you start with evidence and move to a conclusion based on the evidence. With rationalization, you begin with the conclusion you want and then gather evidence to support that conclusion.Car analogy: Rationalizing is choosing to buy an expensive car and convincing yourself and others that it is the best deal.To avoid:Determine your true motivation for thinking or believing a certain conclusion.Listen carefully to others’ explanations—both to uncover valid reasoning you haven’t thought about and to detect whether they are using invalid reasoning.Emotional ThinkingReacting to a feelingReacting to emotional language Example: “Public employee” vs. “Bureaucrat”Wishful thinkingPolarization: Emotional attachment to one side of an issueTrusting evidence for your belief/position without questioning itRejecting evidence for other beliefs/positions without examining itThinking: Good (“us”) versus bad (“them”)To avoid:Separate facts from feelingsFocus on developing flexibilityCarefully follow the critical thinking process6013450939800Trainer Notes10 minutesNote: This is not the same thing as intuition. Intuition has a place in critical thinking, and we’ll look at that later in the program. We’re using the term “emotional thinking” to mean the absence of logic.Wishful thinking is an unrealistic belief in something you wish were true. Think of products people use to try to lose weight or cure an illness.Polarization often occurs when someone we trust persuades us that a particular belief is good, and is threatened by opponents. We are afraid to question the belief/position because that would look like we are siding with the “enemy.” So we become ingrained in our position and eventually refuse to consider the possibility anything about the opposing belief/position could be valid.To avoid:Carefully follow the critical thinking process (Module 3) until it becomes second nature.00Trainer Notes10 minutesNote: This is not the same thing as intuition. Intuition has a place in critical thinking, and we’ll look at that later in the program. We’re using the term “emotional thinking” to mean the absence of logic.Wishful thinking is an unrealistic belief in something you wish were true. Think of products people use to try to lose weight or cure an illness.Polarization often occurs when someone we trust persuades us that a particular belief is good, and is threatened by opponents. We are afraid to question the belief/position because that would look like we are siding with the “enemy.” So we become ingrained in our position and eventually refuse to consider the possibility anything about the opposing belief/position could be valid.To avoid:Carefully follow the critical thinking process (Module 3) until it becomes second nature.ActivityInstructions: Read the sentence below and rewrite it to eliminate any emotional or polarizing language.The new manager’s leadership is disastrous; she intends to dismantle a perfectly good system just so she can cling to her familiar way of doing things.________________________________________________________________________________________________________________________________________________________________________________________________________________________________________609600282575Activity: Have participants work with a partner or in small groups to rewrite the emotionally-charged statement. Emotional words that should be replaced: Disastrous, dismantle, good, cling,. Possible rewrite: The new manager’s leadership is uninspiring; she intends to rework a system to make it more familiar to her.00Activity: Have participants work with a partner or in small groups to rewrite the emotionally-charged statement. Emotional words that should be replaced: Disastrous, dismantle, good, cling,. Possible rewrite: The new manager’s leadership is uninspiring; she intends to rework a system to make it more familiar to her.__________________________________________________________Biases5924550952500Trainer Notes5 minutesBias is a preference, partiality, or favoritism toward a certain point of view. It can be the result of any of the following:Confirmation bias: Related to rationalization in that you look for evidence to support your position. You ignore evidence that contradicts your position.Trusting a familiar source: A great deal of what we believe, whether it’s true or false, is based on what we have heard from others. This information may be misleading or outright wrong, even if the people sharing it believe it is correct and accurate. Don’t allow your relationship with a source to influence your judgment so much that you ignore or disregard documented evidence. Remember the adage, “Trust, but verify.”00Trainer Notes5 minutesBias is a preference, partiality, or favoritism toward a certain point of view. It can be the result of any of the following:Confirmation bias: Related to rationalization in that you look for evidence to support your position. You ignore evidence that contradicts your position.Trusting a familiar source: A great deal of what we believe, whether it’s true or false, is based on what we have heard from others. This information may be misleading or outright wrong, even if the people sharing it believe it is correct and accurate. Don’t allow your relationship with a source to influence your judgment so much that you ignore or disregard documented evidence. Remember the adage, “Trust, but verify.”Confirmation biasThe tendency to seek information that proves, rather than disproves, our theories. Example: Deciding your boss doesn’t like you and providing examples to support that conclusion, while ignoring instances that might refute that conclusion.One piece of false evidence can completely invalidate other, more visible supporting factors.Hindsight biasThe tendency to see past results as different or more probable than initially thought. “I knew we were going to lose.”Recency effectThe tendency to give more credence to the most recent data you receive. Studies show that people remember information more easily from the end of a list than from the middle.OverconfidenceStudies show that people tend to overestimate their abilities—asked to rank themselves against others, more than 80% of people place themselves in the top 30% of the group.Trusting a source just because you’re familiar with it. To avoid:Carefully reflect on your reactions, looking for bias.Trust, but verify. Tunnel Vision5988050774700Trainer Notes10 minutesTunnel vision occurs when we behave in a set way without considering or even realizing that there are other options. Tunnel vision represents an ingrained way of thinking that is often a result of our upbringing, culture, etc. We believe there is only one right answer to the issue or problem facing us.Example: When is four half of five? Answer: When it is a Roman numeral: F (IV) E. Tunnel vision causes us to consider only one way of thinking about the number “four.” Here’s a more relevant example: A boss is continually late to meetings. He hasn’t responded to polite requests to arrive on time, and no one can think of a different way to approach the situation.Activity: Make a list of well-known taglines from famous ads. Ask participants to replace the taglines with a new ending. Their conditioning will make it difficult for them to envision a different ending. Suggested taglines (the part in parentheses is what participants should fill in with something different):00Trainer Notes10 minutesTunnel vision occurs when we behave in a set way without considering or even realizing that there are other options. Tunnel vision represents an ingrained way of thinking that is often a result of our upbringing, culture, etc. We believe there is only one right answer to the issue or problem facing us.Example: When is four half of five? Answer: When it is a Roman numeral: F (IV) E. Tunnel vision causes us to consider only one way of thinking about the number “four.” Here’s a more relevant example: A boss is continually late to meetings. He hasn’t responded to polite requests to arrive on time, and no one can think of a different way to approach the situation.Activity: Make a list of well-known taglines from famous ads. Ask participants to replace the taglines with a new ending. Their conditioning will make it difficult for them to envision a different ending. Suggested taglines (the part in parentheses is what participants should fill in with something different):Arises from conditioning that causes us to behave in certain patterns BlindersMissing the big pictureWe can’t grasp any options other than the ones we see/knowExampleWhen is four half of five?ActivityJust _________________________________________________Good to the ___________________________________________We try _______________________________________________Melts in your mouth ____________________________________Takes a licking and _____________________________________To avoid:Actively consider other perspectivesSeek out someone with a different perspective and ask for his or her input215900202565 “Just (do it)”“Good to the (last drop)”“We try (harder)”“Melts in your mouth, (not in your hands)”“Takes a licking and (keeps on ticking)”Ask participants to think of a situation where they feel stuck. Chances are, tunnel vision is contributing to their “stuckness.”00 “Just (do it)”“Good to the (last drop)”“We try (harder)”“Melts in your mouth, (not in your hands)”“Takes a licking and (keeps on ticking)”Ask participants to think of a situation where they feel stuck. Chances are, tunnel vision is contributing to their “stuckness.” 89535040259000Module ThreeThe Critical Thinking ProcessEEE6012815723900Trainer Notes5 minutes00Trainer Notes5 minutesExamineIdentify the issue or problemCollect information6012815723900Trainer Notes5 minutesThe critical thinking process can be split into three parts: Examine, explore and evaluate. Examine: Consists primarily of identifying the underlying issue or problem and collecting evidence related to it. This can be more complex than it sounds, as we’ll see on the next page.Explore: This aspect of the critical thinking process is where you want to let your creativity flow. You want to suspend judgment, recognize assumptions, and interpret information objectively. You may also need to brainstorm alternative explanations or solutions to the issue you have identified.Evaluation: The last step of the process is what many people may think of as critical thinking. It consists of assessing the information and evidence, and reaching a conclusion about the issue or problem. However, the first two steps are also necessary to make certain you are analyzing accurate, relevant and complete information about the issue.00Trainer Notes5 minutesThe critical thinking process can be split into three parts: Examine, explore and evaluate. Examine: Consists primarily of identifying the underlying issue or problem and collecting evidence related to it. This can be more complex than it sounds, as we’ll see on the next page.Explore: This aspect of the critical thinking process is where you want to let your creativity flow. You want to suspend judgment, recognize assumptions, and interpret information objectively. You may also need to brainstorm alternative explanations or solutions to the issue you have identified.Evaluation: The last step of the process is what many people may think of as critical thinking. It consists of assessing the information and evidence, and reaching a conclusion about the issue or problem. However, the first two steps are also necessary to make certain you are analyzing accurate, relevant and complete information about the issue.ExploreUncover assumptions and biasesInterpret informationBrainstorm alternative explanations or solutionsEvaluateAssess explanations or solutionsReach a conclusionExamine6012815723900Trainer Notes5 minutesBe sure to separate the issue from the evidence. A brief note on conclusions—they are ideas that require other ideas to support them. So when you’re identifying the issue, make certain it’s the fundamental question or problem, and not a conclusion or side issue. 5 W’s and H: Who, what, where, when, why, and how.Intuition may not seem like evidence; however, it is based on past experiences, which are often the best indicators of future behavior or performance. However, intuition can be unreliable when it disregards other evidence. So, include it as one element of evidence, but not the only element.Expert testimony: Who is the expert? What is the depth and breadth of his or her experience as it relates to this issue?00Trainer Notes5 minutesBe sure to separate the issue from the evidence. A brief note on conclusions—they are ideas that require other ideas to support them. So when you’re identifying the issue, make certain it’s the fundamental question or problem, and not a conclusion or side issue. 5 W’s and H: Who, what, where, when, why, and how.Intuition may not seem like evidence; however, it is based on past experiences, which are often the best indicators of future behavior or performance. However, intuition can be unreliable when it disregards other evidence. So, include it as one element of evidence, but not the only element.Expert testimony: Who is the expert? What is the depth and breadth of his or her experience as it relates to this issue?Identify the issue You can’t evaluate what you can’t identifyIssue: The question or situation that requires an answer or conclusionWhat the issue is NOT:ExamplesStatisticsEvidenceConclusionCollect informationSearch for the 5 W’s and HObservation/personal experienceIntuitionRecognize a situation that may mislead other people. Example: When a sensational but extremely rare catastrophic earthquake occurs in a city, people may begin to think of that city as earthquake-prone or unsafe, even though that may not be the case. ExamplesStatisticsResearch findingsExpert testimonyExplore5996940825500Trainer Notes10 minutesThis is the next step in the critical thinking process. Once you collect your information, you must make sense of it.Separate fact from opinion: Facts are concrete and can be documented.Answers: 1. Opinion: suspects are not burglars until they are convicted. It would be fact to say “Police arrested three people last night.” 2. Opinion: “the most clout” is a relative term. 3: Fact: The fact is that she made this statement, not that the CEO is the smartest business person.Clarify ambiguous items: Ask the source “What do you mean by that?” if possible, or substitute an alternative meaning for the ambiguous item and see if it changes your interpretation.Numbers that are too big or too small to relate to can cause us to distort our perspective and affect our analysis.Note: You can barely see the person in the red shirt in the trillion dollar diagram.Euphemisms may cause us to overlook critical information because they’re designed to sound harmless.00Trainer Notes10 minutesThis is the next step in the critical thinking process. Once you collect your information, you must make sense of it.Separate fact from opinion: Facts are concrete and can be documented.Answers: 1. Opinion: suspects are not burglars until they are convicted. It would be fact to say “Police arrested three people last night.” 2. Opinion: “the most clout” is a relative term. 3: Fact: The fact is that she made this statement, not that the CEO is the smartest business person.Clarify ambiguous items: Ask the source “What do you mean by that?” if possible, or substitute an alternative meaning for the ambiguous item and see if it changes your interpretation.Numbers that are too big or too small to relate to can cause us to distort our perspective and affect our analysis.Note: You can barely see the person in the red shirt in the trillion dollar diagram.Euphemisms may cause us to overlook critical information because they’re designed to sound harmless.Interpret informationSeparate fact from opinion: look or ask for the evidence to back up the information.Clarify ambiguous words, phrases, examples, or statistics.Example: “Produced excellent results.” What does “excellent” mean? What “results” were produced?Clarify numbers that are too big or too small to pictureA million versus a billion versus a trillion dollars Recognize euphemismsExamples: “Profit-taking” = selling or cutting losses “Downsizing,” “rightsizing,” “RIF” (reduction in force), “reorganizing” = cutting jobs, layoffs, or if you want to call it what it is, firing people. “Categorical inaccuracy” = lie“Asset” or “resource” = peopleActivityInstructions: Complete each sentence below.Babies are ______________________________________________Elderly people are ________________________________________My neighbors are _________________________________________Girl Scouts are ___________________________________________CEOs are _______________________________________________Customers are ___________________________________________203200-1270Activity: Allow a couple minutes for participants to complete each sentence. Don’t give them any instructions aside from that. After they have finished, have them review their own work and decide which statements are fact and which are opinion. Next, have them pass their workbooks to a partner and see if that person agrees with their assessments. In addition, have the partners review the statements for any ambiguous words or euphemisms that color the meaning.00Activity: Allow a couple minutes for participants to complete each sentence. Don’t give them any instructions aside from that. After they have finished, have them review their own work and decide which statements are fact and which are opinion. Next, have them pass their workbooks to a partner and see if that person agrees with their assessments. In addition, have the partners review the statements for any ambiguous words or euphemisms that color the meaning.Explore (cont.)5920740914400Trainer Notes15 minutesOne primary way to remain open as you explore the issue is to recognize your assumptions. Assumptions are hidden, unstated, or taken-for-granted beliefs and therefore can be difficult to recognize, but they influence our evaluation of the issue and are critical to bring to light. Failure to recognize assumptions may lead you to reach conclusions that are not based on objective information.Your goal is to recognize them and assess their validity and relevance to the issue, and then let them go and see the situation from a variety of perspectives.Activity: Tell a story. Show the following slide to participants:Ask them to write down a story about what they see. Debrief by having participants share their stories. Ask: Why are their stories different? What assumptions have they made to tell their stories? Who is the boss, employee(s), client, etc.? What are they discussing: Is it a routine meeting or is there a disagreement? Who’s in charge?00Trainer Notes15 minutesOne primary way to remain open as you explore the issue is to recognize your assumptions. Assumptions are hidden, unstated, or taken-for-granted beliefs and therefore can be difficult to recognize, but they influence our evaluation of the issue and are critical to bring to light. Failure to recognize assumptions may lead you to reach conclusions that are not based on objective information.Your goal is to recognize them and assess their validity and relevance to the issue, and then let them go and see the situation from a variety of perspectives.Activity: Tell a story. Show the following slide to participants:Ask them to write down a story about what they see. Debrief by having participants share their stories. Ask: Why are their stories different? What assumptions have they made to tell their stories? Who is the boss, employee(s), client, etc.? What are they discussing: Is it a routine meeting or is there a disagreement? Who’s in charge?Uncover assumptionsAssumptions are unstated beliefs, usually related to values, priorities, and preferences. They are the filter through which we view the issue.Typical values conflicts include: loyalty vs. honesty, competition vs. cooperation, security vs. excitement, self-control vs. spontaneity, individual rights vs. group/community interestsRecognize the assumptions being made: Ask, “How do I/we know that?”Seek alternative viewpoints: find out how other people view the same situation.Consider the assumption’s relevance: understand the extent to which an assumption applies to the situation.ActivityInstructions: Look at the photo and tell a story about what you see.____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________14020807759700“When you assume, you make an ass out of u and me.”Oscar Wilde330000“When you assume, you make an ass out of u and me.”Oscar WildeExplore (cont.)5978525863600Trainer Notes10 minutesSometimes you will need to brainstorm alternative explanations or solutions to the issue you identified. The key is to suspend judgment and generate as many ideas as possible. Brainstorming is a good way to do this.There are many brainstorming techniques. We’ve listed several—some may be familiar and others may be new to you. Review them briefly with participants, and then move to the brainstorming practice activity on the next page.Analogies compare a familiar concept to an unfamiliar one in order to bring understanding to the unfamiliar one. They can be useful in understanding the issue, but they can also be misleading if there are differences that are not mentioned.00Trainer Notes10 minutesSometimes you will need to brainstorm alternative explanations or solutions to the issue you identified. The key is to suspend judgment and generate as many ideas as possible. Brainstorming is a good way to do this.There are many brainstorming techniques. We’ve listed several—some may be familiar and others may be new to you. Review them briefly with participants, and then move to the brainstorming practice activity on the next page.Analogies compare a familiar concept to an unfamiliar one in order to bring understanding to the unfamiliar one. They can be useful in understanding the issue, but they can also be misleading if there are differences that are not mentioned.Generate alternative explanationsWhat are all the explanations and options you can come up with? Put yourself in someone else’s shoes: If you look at the issue and evidence from other perspectives, what possible solutions might you reach?Dare to be different: Consider the most outlandish explanations and solutions.Brainstorming techniquesMind mappingStart with your issue or problem in the center of a flip chart or whiteboard. Create branches of sub-topics, and branch out from those until you capture all of the ideas related to the issue.DrawingThink of an issue or problem. Consider: What are the major obstacles? What isn’t working? What’s bothering me most is…Next, draw any pictures, scribbles, doodles, etc. that come into your mind without trying to make them look decipherable. Then look at them and see what ideas or solutions arise from them.BrainwritingGet a group of people and have them write their ideas for how to solve the problem on their own sheets of paper. After three minutes, ask them to rotate the sheets to different people and build off what the last person wrote. Rotate as many times as you want, or until everyone has written on everyone else’s sheet.Reverse brainstormingInstead of asking, “How can I solve this problem?” ask, “How can I create this problem?” From those ideas, see if you can work backward to solve your actual problem or issue.Role modelBrainstorm ideas as if you were your role model, or a public figure you admire. What would your parent do? Best friend? Beloved teacher? Bill Gates? Warren Buffett? Thomas Jefferson? Albert Einstein? Mother Teresa? What would this person think or do about the issue or problem?Explore (cont.)5978525863600Trainer Notes15 minutesPractice: Divide participants into five groups, one for each of the brainstorming techniques listed on the previous page. Assign each group a different technique. Provide the following scenario (or one of your own) and ask each group to use its assigned technique to brainstorm ideas and solutions related to the issue. Debrief by having each group share its ideas. Note: The actual ideas or solutions are not the point of the activity; the point is for participants to practice brainstorming techniques.00Trainer Notes15 minutesPractice: Divide participants into five groups, one for each of the brainstorming techniques listed on the previous page. Assign each group a different technique. Provide the following scenario (or one of your own) and ask each group to use its assigned technique to brainstorm ideas and solutions related to the issue. Debrief by having each group share its ideas. Note: The actual ideas or solutions are not the point of the activity; the point is for participants to practice brainstorming techniques.Brainstorming practiceInstructions: Read the following scenario and then use the brainstorming technique assigned to your group to generate ideas, options and possible solutions to the issue.You are the supervisor for a team of 12 people. Your IT department has installed new accounting software for the entire organization. Some of your team members are eager to use it, some greatly prefer the old software, and some don’t want to use any software at all. Your goal is to get all team members to use the new software without complaining. Evaluate5927725838200Trainer Notes10 minutesEvaluation is the heart of critical thinking. It involves asking the rights questions to assess the explanations or solutions you are considering.Can you test the evidence? If a statement is untestable, it should not be used to support your conclusion or decision. It may well be an opinion and not a fact. Don’t buy into untestable statements, even if (or especially if) they are made by someone who appears to have deep insight.Vagueness: One reason evidence can be untestable is vagueness. If a statement lacks any observable consequence, it may be too vague to support or refute a conclusion. Example: “Exercise improves brainpower.” This statement sounds good, but what are the specifics? How much exercise? What is “brainpower”?Check for yourself. Example: If someone gives you a spreadsheet with data, you should check the math yourself. If someone tells you that a certain outcome occurred, did you verify that the event actually happened?Omitted information: Three ways information may be omitted include context, details about the process used to gather the data and, especially, negative or opposing ideas or information. 00Trainer Notes10 minutesEvaluation is the heart of critical thinking. It involves asking the rights questions to assess the explanations or solutions you are considering.Can you test the evidence? If a statement is untestable, it should not be used to support your conclusion or decision. It may well be an opinion and not a fact. Don’t buy into untestable statements, even if (or especially if) they are made by someone who appears to have deep insight.Vagueness: One reason evidence can be untestable is vagueness. If a statement lacks any observable consequence, it may be too vague to support or refute a conclusion. Example: “Exercise improves brainpower.” This statement sounds good, but what are the specifics? How much exercise? What is “brainpower”?Check for yourself. Example: If someone gives you a spreadsheet with data, you should check the math yourself. If someone tells you that a certain outcome occurred, did you verify that the event actually happened?Omitted information: Three ways information may be omitted include context, details about the process used to gather the data and, especially, negative or opposing ideas or information. Assess explanations or solutionsAre there erroneous or incorrect assumptions?Are there any fallacies in the reasoning?Review critical thinking mistakes.How good is the information?What is the source?Can you test it? Is it vague?Did you observe for yourself? Check for yourself? Is the information based on only one occurrence? Or is there a pattern?Is information omitted?ContextNegative or opposing ideas or informationHow dependable are the statistics?Are there other statistics that contradict the data you collected?3302001168400Dependable statistics: A study by Dr. John Ioannidis, an expert in medical-research credibility, found that as much as 90% of published medical information is flawed. (Source: Denver Post.) Remember, statistics don’t prove anything; they just support conclusions.Another common place to practice evaluating information is by looking at nutritional labeling, especially on organic or “natural” foods. Many foods claim to be natural, but what does that really mean? Point: It can take a lot of digging to accurately assess seemingly simple statements or claims.00Dependable statistics: A study by Dr. John Ioannidis, an expert in medical-research credibility, found that as much as 90% of published medical information is flawed. (Source: Denver Post.) Remember, statistics don’t prove anything; they just support conclusions.Another common place to practice evaluating information is by looking at nutritional labeling, especially on organic or “natural” foods. Many foods claim to be natural, but what does that really mean? Point: It can take a lot of digging to accurately assess seemingly simple statements or claims.Evaluate (cont.)5965825812800Trainer Notes20 minutesOne way to evaluate choices is to map them on a value/effort grid.Look at each choice and decide its value, and the amount of effort it would take. Obviously, choices in the high value/low effort quadrant are the most desirable, while those in the low value/high effort quadrant are least desirable.How to prioritize: Begin with the first two choices, and decide which is preferable. Then compare that choice with the next one and so on until you end up with a top preference.Ask participants for examples of different conclusions reached from the same set of information. (Any political spin is a good example of this.)Either/or choice: This occurs when a choice is presented as one of only two options that are mutually exclusive. Either it’s this or it’s that, when in reality other options are possible (or both are possible). Example: You can increase worker productivity or worker satisfaction, but not both.To overcome, instead of asking, “Should we do X or Y?” ask, “What should we do about …?” The most reasonable conclusion is the one based on the strength of the evidence and clear thinking, free from any fallacies in reasoning.00Trainer Notes20 minutesOne way to evaluate choices is to map them on a value/effort grid.Look at each choice and decide its value, and the amount of effort it would take. Obviously, choices in the high value/low effort quadrant are the most desirable, while those in the low value/high effort quadrant are least desirable.How to prioritize: Begin with the first two choices, and decide which is preferable. Then compare that choice with the next one and so on until you end up with a top preference.Ask participants for examples of different conclusions reached from the same set of information. (Any political spin is a good example of this.)Either/or choice: This occurs when a choice is presented as one of only two options that are mutually exclusive. Either it’s this or it’s that, when in reality other options are possible (or both are possible). Example: You can increase worker productivity or worker satisfaction, but not both.To overcome, instead of asking, “Should we do X or Y?” ask, “What should we do about …?” The most reasonable conclusion is the one based on the strength of the evidence and clear thinking, free from any fallacies in reasoning.What options/solutions/conclusions can you toss out due to faulty reasoning, incorrect assumptions, bad information, etc.?List the pros and cons of the remaining choices.Consider mapping choices on a value/effort grid.Prioritize each choice.Reach a conclusionWhat reasonable conclusions are possible?Multiple conclusions are usually possible from a single set of data/information.Beware of either-or choices.What is the most reasonable conclusion?PracticeInstructions: Read the article and evaluate the information and the conclusion reached in it.__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________495300258445Practice: Find a recent article from a newspaper, news website or industry publication and make enough copies for each group to have one. Divide participants into small groups and hand out a copy of the article to each group. Ask them to read the article and evaluate it using the guidelines provided.Their evaluation should include an attempt to uncover assumptions, any fallacies in reasoning, the strength of the data/evidence provided , and a decision about whether or the conclusion reached in the article was reasonable and valid, or if it’s possible to consider other reasonable conclusions. Obviously, they will not have complete information to use in their evaluation. Debrief by having groups share their insights.00Practice: Find a recent article from a newspaper, news website or industry publication and make enough copies for each group to have one. Divide participants into small groups and hand out a copy of the article to each group. Ask them to read the article and evaluate it using the guidelines provided.Their evaluation should include an attempt to uncover assumptions, any fallacies in reasoning, the strength of the data/evidence provided , and a decision about whether or the conclusion reached in the article was reasonable and valid, or if it’s possible to consider other reasonable conclusions. Obviously, they will not have complete information to use in their evaluation. Debrief by having groups share their insights._________________________________________________________Module Four97155018415000Turning Thinking into Action: Critical Thinking PracticeCritical Thinking Practice5969000889000Trainer Notes30 minutesActivity: Have participants work in small groups. Appoint one participant in each group to be the observer and use the evaluation tool (pp.26-28) to guide the debriefing after participants have answered the questions.00Trainer Notes30 minutesActivity: Have participants work in small groups. Appoint one participant in each group to be the observer and use the evaluation tool (pp.26-28) to guide the debriefing after participants have answered the questions.Instructions: Read the following scenario and answer the questions.A commercial building is under construction. The construction company has submitted additional bills above and beyond the signed contract because the building owner has requested so many changes. The owner believes the changes are within the allowable limits of the contract, but the construction company disagrees and is threatening to halt construction if the situation can’t be resolved.Identify the problem or issue:______________________________________________________________________________________________________________________________________________________________________________What information do you have?__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________What additional information would help you to reach a reasonable conclusion?__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Critical Thinking Practice (cont.) 6007100901700Trainer Notes30 minutesActivity: Since participants don’t have complete information in the practice scenario and there is no way to collect additional information, the MOST reasonable choice or conclusion may be difficult to evaluate, They should do the best they can with the information they have.00Trainer Notes30 minutesActivity: Since participants don’t have complete information in the practice scenario and there is no way to collect additional information, the MOST reasonable choice or conclusion may be difficult to evaluate, They should do the best they can with the information they have.What assumptions have been made?__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________What alternative explanations or solutions are possible?__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________What is the most reasonable choice or conclusion?__________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________Thinking about Critical Thinking 60071001041400Trainer Notes: Tell the observer of each group that they are primarily responsible for completing the form; however, all members of each group should think about each of the benchmarks and should feel free to add their own comments.Encourage participants to use this tool for situations requiring critical thinking back on their jobs. 00Trainer Notes: Tell the observer of each group that they are primarily responsible for completing the form; however, all members of each group should think about each of the benchmarks and should feel free to add their own comments.Encourage participants to use this tool for situations requiring critical thinking back on their jobs. Use this tool to evaluate the critical thinking process for the scenario.Instructions: Reviewing the behavior and conversations you observed while completing the practice activity, choose the response that most accurately reflects the performance of the group.Accurately and thoroughly EXAMINES the issue or problem1 UnskilledNo in-depth look at the issue, no attempt to gather data or evidence outside of personal knowledge and perspective.2 DevelopingGathers data and evidence but doesn’t verify its accuracy, limits data gathering to familiar sources. 3 ProficientMakes first-hand observations when possible, gathers data and evidence from a variety of sources and verifies its ments:Accurately and thoroughly IDENTIFIES the issue or problem1 UnskilledFails to identify and/or summarize the problem or issue in any detail.2 DevelopingSummarizes the issue, though some aspects are incorrect or mixed up. Key details are superficially covered or missing entirely.3 ProficientClearly and completely summarizes the issue, including all relevant aspects of the issue, even if seemingly ments:Accurately and thoroughly identifies the ASSUMPTIONS and BIASES1 UnskilledApproach to the issue or problem is one-dimensional, doesn’t recognize assumptions or biases.2 DevelopingRecognizes some assumptions and biases, and attempts to account for them in the analysis of the issue or problem.3 ProficientClearly identifies assumptions and biases. Delves into the assumptions to separate valid from ments: Accurately and thoroughly EXPLORES the issue or problem1 UnskilledAccepts evidence and statistics at face value, makes no attempt to separate facts from opinions.2 DevelopingAnalyzes and verifies the evidence, uses objective questioning to separate facts from opinions.3 ProficientChallenges the evidence to verify its accuracy, actively looks for fallacies in reasoning or for information that may have been omitted that may be relevant to the ments:Accurately and thoroughly EVALUATES the issue1 UnskilledPresents conclusion as a simplistic summary of information, rather than analysis. Fails to identify implications or consequences of the conclusion.2 DevelopingPresents conclusion as the most reasonable based on the evidence. Does not fully consider the implications and consequences of the conclusion.3 ProficientPresents conclusion as the most reasonable based on the evidence. Carefully considers the implications and consequences of the conclusion or ments:Demonstrates critical thinking CHARACTERISTICS: awareness, curiosity, flexibility and common sense1 UnskilledDoesn’t demonstrate any of the characteristics.2 DevelopingDemonstrates some of the characteristics, or demonstrates all the characteristics but for only part of the process. 3 ProficientDemonstrates all characteristics throughout the entire critical thinking ments:88582515684500Appendix Action PlanStep One: Skill ReviewSkills I want to master:Start/Finish DateStep Two: ImplementationWhat do you need to implement your plan?List additional skills and projects you could accomplish with more training.Course Review5828665812800Trainer Notes1. Critical thinking is reasonable, reflective thinking that is focused on deciding what to believe and what to do. It uses the identification and evaluation of evidence to guide decision making.2. Think independently, make better decisions, solve problems systematically, think more creatively, increase self-reflection.3. c4. b5. a00Trainer Notes1. Critical thinking is reasonable, reflective thinking that is focused on deciding what to believe and what to do. It uses the identification and evaluation of evidence to guide decision making.2. Think independently, make better decisions, solve problems systematically, think more creatively, increase self-reflection.3. c4. b5. aWrite a definition of critical thinking._____________________________________________________________________________________________________________________________________________________________________List three benefits of critical thinking. _________________________________________________________________________________________________________________________________________________________Which of the following is NOT a characteristic of critical thinking?CuriosityAwarenessStanding your groundCommon senseWhich of the following describes rationalization?Evidence → Conclusion = RationalizationConclusion → Evidence = RationalizationWhat of the following is NOT an example of emotional thinking?Checking your intuitionReacting to loaded languagePolarizationWishful thinking5817235883920Trainer Notes6. b7. Examine, explore, evaluate.8. Mind mapping, metaphor and analogies, drawing, brainwriting, reverse brainstorming, role model.9. b10. a00Trainer Notes6. b7. Examine, explore, evaluate.8. Mind mapping, metaphor and analogies, drawing, brainwriting, reverse brainstorming, role model.9. b10. a“The tendency to seek information that proves, rather than disproves, your belief” describes which type of bias?Hindsight biasConfirmation biasRecency effectOverconfidenceWhat are the three parts of the critical thinking process?_________________________________________________________________________________________________________________________________________________________List three brainstorming strategies._________________________________________________________________________________________________________________________________________________________Statistics serve as proof of your belief/idea/conclusion.TrueFalseMultiple conclusions are possible from a single set of data/information.TrueFalseSuggested Resource List The following resources are suggested for further information on the topics covered in this course.BooksBrown, M. Neil and Stuart M. Keeley. Asking the Right Questions: A Guide to Critical Thinking. 9th ed. Upper Saddle River, NJ: Prentice Hall, 2009.de Bono, Edward. de Bono’s Thinking Course. New York: Facts on File, 1994.Hurson, Tim. Think Better: An Innovator’s Guide to Productive Thinking. New York: McGraw-Hill, 2007.McInerny, D.Q. Being Logical: A Guide to Good Thinking. New York: Random House Trade Paperbacks, 2005.Michalko, Michael. Thinkertoys: A Handbook of Creative Thinking Techniques, 2nd edition. Berkeley, CA: Ten Speed Press, 2008.Schoenberg, Bob. Critical Thinking in Business. Chesterfield, MO: Heuristic Books, 2008.Course EvaluationCourse title:Date:Instructor:Your name (optional):Indicate how you would rate each item by circling the best response provided.1 = Poor2 = Acceptable3 = Average4 = Good5 = ExcellentCourse ContentRatingPractical and relevant course topics12345Course objectives were met12345Length of time to cover course topics12345Effectiveness of exercises to reinforce skills12345Course materials were easy to use and follow12345Materials contributed to achieving learning objectives12345Instructor EffectivenessRatingKnowledge of course subject matter12345Level of professionalism12345Enthusiasm for the course12345Ability to answer questions effectively12345Ability to encourage participation12345Pace of trainingToo slowToo fastJust rightLength of trainingToo shortToo longJust rightGeneral RatingAppropriate room temperature12345Facilities conducive to learning12345Overall I rate the learning experience…12345The course objectives met my expectationsYesNoI would recommend this course to othersYesNoCourse Evaluation (cont.)Additional CommentsThe most valuable thing(s) I learned were…To improve the training I would suggest that you…Additional comments I can offer are… ................
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