Critical Thinking Process

Today 's global marketplace requires leaders that can successfully transform their organizations. In the corporate world, innovative problem solving, critical analytical thought and sound decision-making key the success and dominance of leaders and organizations. This paper examines the relationship between critical thinking and the decision-making process, explains the course textbook position, and relates how both processes apply to the author 's workplace.

Critical thinking involves the ability to analyze and assess information gathered through observations, reasoning, discussions with others, reflection or experience. This disciplined analysis guides critical thinkers to construct rational beliefs or substantiated opinions or to take actions.
McCall and Kaplan (2001) define critical thinking in terms of three key points: the "awareness of a set of interrelated critical questions, [the] ability to ask and answer critical questions at appropriate times, and [a] desire to actively use the critical questions." This definition, though, is not a consensus definition, nor is it widely accepted.

Despite a massive body of research on critical thinking, no single definition exists.
Commonly, definitions from noted scholars appear diametrically opposed. Robert Ennis (1995) defines critical thinking as "reasonable and reflective thinking that is focused on deciding what to believe or do." In contrast, John McPeck defines critical thinking in Critical Thinking and Education (1981) as the "skill and propensity to engage in an activity with reflective skepticism within the context of a discipline and the knowledge within a given field." These two vastly different definitions nonetheless highlight two important components of critical thinking. The first component involves the abilities and skills relevant to the proper understanding and evaluations of reasons, claims, and arguments. Both scholars characterize the second component as a propensity to apply critical thinking skills. The definitions provided by Ennis and McPeck also hinge on three key concepts in critical thinking analysis. Both use similar words: reason, reflection, and focus. The commonality in Ennis and McPeck 's definitions provides three criteria for critical thinkers: reason, evaluation and
focus.

Managers in today 's workplace, including at ImageStream, must shoulder a great deal of the responsibility for decision making. Since many issues in a rapidly changing market fall outside of established rules or well-known situations, clear and accurate thinking about these issues takes on added importance. Managers effectively employing critical thought processes improve decision-making, enhance innovation and create strong, open lines of communication with peers and subordinates.

Most issues requiring critical thought often have more than a single potential solution or ultimate position. Selecting the best solution or position based on the outcome of critical thinking processes constitutes effective decision-making. If critical thinking identifies and combines information and potential solutions, decision-making processes help critical thinkers arrive at a single solution or idea. Decision-making represents a necessary and logical end to the critical thinking process.

McCall and Kaplan outline six steps to critical thinking and decision-making (McCall and Kaplan, 2001):

1) Define and isolate a problem

2) Gather information

3) Outline possible solutions

4) Establish metrics or measures for a solution

5) Outline resources and methods available to achieve the standards

6) Choose a course of action

The six step model follows many similar critical thinking/decision-making processes used by varying organizations. The U.S. Army has distilled the process into a Task, Conditions, Standards model. A key focus of officer training is achieving "tactical and technical competence for specific tasks, conditions and standards." The Army develops tasks (defining and isolating a problem), conditions (gathering information, outlining resources and methods) and standards (metric or measures) as part of a "deliberate, continuous, sequential and progressive" improvement process (Department of the Army, 2002).

ImageStream recognizes the need for a clear, concise critical thinking and decision-making process, and encourages managers to foster and lead a collaborative critical thought process in day-to-day operations. According to Johnson & Johnson (1994), leaders should follow a prescribed sequence of phases. ImageStream uses this sequence to manage critical thought processes, proactively resolve conflicts and increase the likelihood of successful decisions, especially in complex situations. After defining a task, the company follows these phases:

1.Collect data.
Obtaining facts is critical. ImageStream encourages decision makers to seek information and also analyze the contributions of all parties objectively.

2.Probe. By asking involving questions, decision makers encourage parties to communicate and gain a better understanding of various viewpoints.

3.Save face. A key part of collaborative critical thought processes, leaders must avoid emotional responses from themselves and participants in the process. Humiliating or embarrassing others is counterproductive and can lead to a less-than-thorough analysis of the task.

4.Discover common ground. In order to arrive at a single solution, decision makers must combine various viewpoints, facts and potential courses of action. Discovering and highlighting common ground helps direct the process toward a final decision.

5.Reinforce. ImageStream encourages managers to reinforce the key points and focus discussion on improving the common positions. By supporting common ground, leaders drive discussion toward a mutually agreeable resolution. Critical thinking teams use the data collected in phase one to assess the viability of the emerging
solutions.

6.Negotiate. In this phase, the critical thinkers vet the solutions and formulate clear, concise solutions for selection by the decision maker or makers.

7.Solidify adjustments. Leaders should review and confirm areas where the team reaches agreement. This is the final step in securing the approval of all team members and helps to solidify the final collaborative decision.

These methods and strategies are key components in ImageStream 's collective portfolio of creative thinking, critical thinking and decision making skills. The company and its leaders combine an understanding of these important processes with a strategy that minimizes conflict and promotes detailed critical thought and efficient, informed decisions. This strategy leverages the collective critical and creative thinking skills of workplace teams to produce opportunity for ImageStream.

References

Ennis, R. (1995). Critical thinking and subject specificity: Clarification and needed research. Educational Researcher, 18, 75-81.

Headquarters, Department of the Army. (2002). FM 7-0: Training the Force. Washington D.C.: Department of the Army.

Johnson, D.W. and Johnson, F. P. (1994). Joining Together Group Theory and Group Skills. Boston: Pearson Allyn & Beacon.

McCall, M. W., & Kaplan, R. E. (2001). Whatever It Takes - The Realities of Managerial Decision Making (2nd ed.). Upper Saddle River, New Jersey: Prentice Hall.

McPeck, J. (1981). Critical Thinking and Education. New York: St. Martins.