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Filled with real-world examples and exercises, this practical resource presents more that 25 "tools" to apply critical thinking techniques to everyday business issues that are applicable across industries and functions, from individuals to senior executives.
List of contents
Preface xi
Acknowledgments xvii
Section I Introduction and the Framework for Critical Thinking 1
1 What Is Critical Thinking? 3
2 When to Use Critical Thinking 10
3 The Framework and Tools 16
Section II Clarity 21
4 Empty Your Bucket 23
5 Inspection 28
6 Why? 33
7 So What? 43
8 Need 50
9 Anticipatory Thinking 57
10 What Else? 62
11 The Ingredient Diagram 65
12 Vision 71
13 The Thinking Coach 74
14 Summary of Clarity 79
Section III Conclusions 83
15 It's All about the Premise 85
16 Facts 90
17 Observations 94
18 Experiences 99
19 Beliefs 104
20 Assumptions 110
21 The Conclusion: Putting It All Together 114
22 Credibility 128
23 Consistency 132
24 Triangular Thinking 136
25 Change 141
26 Influencing and Persuading 147
Section IV Conclusions and Innovation 155
27 Outside-the-Box Thinking 159
28 Abductive Thinking 164
29 Impossible Thinking 172
30 Summary of Conclusions 176
Section V Decisions 179
31 Who, Need, and When 181
32 Criteria 186
33 Risk 189
34 Summary of Decisions 200
Critical Thinking
Summary and Suggestions 203
About the Author 209
Index 211
About the author
MICHAEL KALLET founded HeadScratchers in 2004 to train business professionals and leaders in critical thinking, problem solving, decision making, and creativity. Through workshops, webinars, and keynote speeches, he teaches people to apply critical thinking techniques to real world business challenges. Mike has held leadership positions in business environments ranging from ten-person startups to a $500 million public company.
www.headscratchers.com
Summary
Train your brain for better decisions, problem solving, and innovation Think Smarter: Critical Thinking to Improve Problem-Solving and Decision-Making Skills is the comprehensive guide to training your brain to do more for you.
