Critical Thinking Styles and Forces of Influence

Paper Summary:

This paper states that there are no guarantees that a particular decision will be the "right" choice; however, through critical thinking skills, the chances are better that the decision will be more "right" than "wrong." The author points out that, similar to scientific and logical thinking styles, the systematic thinking style looks first at the "real" problem; managers must use their critical thinking skills to discount irrelevant information and find the actual problem before proceeding through the systematic problem solving steps. The paper relates that, by "trying on" the various "hats", managers can get different perspectives on a particular problem.

From the Paper:

"Intuition is another critical thinking style. Many of the decisions made using intuition are trial and error. Intuition usually contributes to decisions where risk and uncertainty are prevalent. Some people, like Edward de Bono, author of several books on the creative process, "see intuition as a set of mental tools separate from logic and judgment that an individual can develop through practice and training". Intuition is often referred to as a "gut instinct" or "sixth sense." Intuition skills can be learned. It does involve staying close to the problem, listening to what is being said or not said, going with a hunch and following it through to the end. Intuition skills are becoming important abilities in today's decision-making world."

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