Critical Thinking & Problem Solving Skills

Chris Green

What is Critical Thinking?

Why does it matter?

Stages of critical thinking

Diagnostic Journey

Remedial Journey

Stages of critical thinking

Diagnostic Journey

Select & define problem

Collect data

Find root cause(s)

Stages of critical thinking

Remedial Journey

Generate possible solutions

Choose best solution

Implement & Monitor

Right brain v Left brain

Left Brain

Right Brain

Verbal Analytical Intellectual Linear Objective Sequential Rational Directed Concrete Convergent Structured Logical Mathematical Speaking Pattern User Judgemental Orderly Literal

Non Verbal Holistic Intuitive Non-linear Subjective Multiple Emotional Free Abstract Divergent Flexible Musical Creative Visual Pictorial Pattern Seeker Non-Judgemental Disorderly Metaphorical

De Bonos Six Hats

Dr. Edward de Bono 1980s.
Framework for thinking, -six different modes of thinking -uses only one at a time. Broadens creative thinking

De Bonos Six Hats

Broadens creative thinking
Reduces ego conflicts Avoids self-justification Reduces criticism The hat is talking

White Hat Thinking

Pure facts & figures. Look at the data without making any judgements.

Red Hat Thinking

Express feelings, intuitive responses, hunches

Black Hat Thinking

The negative hat. Logical hat of caution. Use this hat to examine obstacles & reasons why things wont work.

Yellow Hat Thinking

Positive, optimistic thinking. Constructive hat that looks for the good side; why ideas will work. Creative thinking hat. Provocative ideas & alternatives. Standing back and taking an overview. Use this hat to review the thinking itself rather than the subject. Identify if particular coloured hat thinking is required.

Green Hat Thinking

Blue Hat Thinking

Mind Mapping
Tony Buzan, 1970s Draws connections Visual Creative freedom
- Outside boundaries - Thinking expansively

How to Mind Map

Use drawings and symbols; Colour code ideas; Use a highlighter pen; Use capital letters for some ideas / keywords; Use larger or smaller writing for certain different ideas; Use arrows to connect ideas.

Delphi Technique

 Brings together the ideas of experts who are geographically separate. Everyone has an equal input. Ideas remain linked to the person who generated them. Ideas are not influenced by pressure from the rest of the group

 The quality of expert opinion will be influenced by the quality of the questionnaire. Dependent upon the quality of summaries that you produce. Time consuming. It lacks the spontaneity.

Morphological Analysis
Morphology - study of structure and form. Generate ideas by creating new combinations of attributes.

Fritz Zwicky

Frame

Glass

Picture

Delivery

Plastic

Clear

Customers own

Customer collect

Wood

Perspex

Chosen from range

Deliver to customer

Metal

Non-reflective

Own photograph

Post / courier

Board

Soft-focus finish

Photo-montage

Gift delivery

Glass

No glass

Commission

Self-assembly

Engine

Tyres

Steering wheel

Fuel Consumption

Shrink Enlarge Faster Smoother

Brainstorming

Alex Osborn, 1941

Rules for brainstorming

Group of 6 -12 people.

You need a group leader (see section below)

You need someone to record ideas . No criticisms or judgement. All ideas are encouraged. Aim to produce as many ideas as possible. Combine or refine ideas. Session should last between 30 40 minutes.

Focus on the ideas not who produced them.

Group Leader
Organises the session. Outline the objective facts regarding the topic to be brainstormed. Highlight why the group are meeting. Pose a question, not a statement. Confirm the rules of brainstorming. Open session by asking for suggested answers to the focal question.

Group leaders role is to act as a facilitator.

Fishbone Analysis

The Five Whys

For Want of a Nail

For want of a nail the shoe is lost;

For want of a shoe the horse is lost;

For want of a horse the rider is lost;

For want of a rider the battle is lost;

For want of a battle the kingdom is lost;

And all for the want of a horseshoe nail.
George Herbert

Disneys Creative Cycle

Exercise This exercise was developed by Robert Dilts. 1.From where you are sitting, look around the room, select three physical locations and label them Dreamer, Realist, and Critic. 2. Anchor the appropriate strategy to each physical location: 3. Step back into a neutral (meta) location. Identify your desired outcome and step into the Dreamer location. Visualize yourself accomplishing this goal as if you were a character in a movie. 4. Step into the Realist location,

5. Step into the Critic position and find out if anything is missing or needed. Then, turn the Criticisms into questions for the Dreamer.
6. Step back into the Dreamer position to creatively come up with solutions

7. Continue to cycle through steps 4, 5, and 6 until plan fits each position.

Forced Pair Analysis

A forced choice-paired comparison matrix is a variant of a decision matrix, where each decision is paired with every other decision.

Force-field Analysis

SWOT
Strengths Weaknesses

Opportunities
Threats

STRENGTHS

WEAKNESSES

OPPORTUNITIES

THREATS

Scenario Planning

Five Hows