Post on 24-Feb-2016
description
Wynalda Teaching and Learning Institute
“Creative Problem Solving and
Critical Thinking in the Classroom”
Facilitated by:Daniel Rundhaug
2
3
4
5
6
7
Thinking Free
Thinking Gray
Thinking Gray: “Don’t form an opinion about an important matter until you’ve heard all the relevant facts and arguments, or until circumstances force you to form an opinion without recourse to all the facts (which happens occasionally, but much less frequently than one might imagine)” (Sample, 2002, pp. 7-8).
8
Thinking Gray: “Don’t form an opinion about an important matter until you’ve heard all the relevant facts and arguments, or until circumstances force you to form an opinion without recourse to all the facts (which happens occasionally, but much less frequently than one might imagine)” (Sample, 2002, pp. 7-8).
9
10
Form opinions too early and closes our mind to facts and
arguments that may be made later
Flip-Flopping
People tend to believe what they sense is
strongly believed by others
Skeptical ThinkingPlaces everything in the “not true” box
Implied willingness to transfer to “true” box if evidence warrants
Cynicism toward a “skeptic”
Inspiration by a “Doubting Thomas” is unlikely
Gray ThinkingPlaces things in neither the “true”
nor “not true” box
Enthusiastically willing to embrace a new idea as to reject it
Ability to compliment a subordinate for a new idea without indicating the leader believes it to be good or true
or useful
11
Thinking Free: “Allow your mind to contemplate really outrageous ideas and only subsequently apply the constraints of practicality, practicability, legality, cost, time and ethics” (Sample, 2002, pp. 12-13).
12
“A leader brings a group of people together who share a common goal (e.g. keeping their company afloat in a brutally competitive market), but who have widely varying opinions as to how the goal might best be achieved. The leader asks each person in turn to propose an off-the-wall idea for achieving the goal, with the proviso that every other person in the group must respond with at least two reasons why the idea will work” (Sample, 2002, p. 13).
13
Congenital naysayers are among the greatest stumbling blocks to thinking free. Rather than imagining how a new idea might possibly work, they instinctively think of all the reasons why it won’t. What they really do is undermine the creativity that can be harvested from thinking free ” (Sample, 2002, p. 13).
14
15
Qualities of _____Decision Makers
Systematic analysis Knows limitations of decision
making process Seeks true opinion Evaluates risk Happy to change position Not emotional Explores options that may not be
promising initially
16
Focuses more on symptoms than facts
Does not learn from experience Does not put his decision into
context Hasty and impatient Decides before analyzing Treats pros and cons equally
17Qualities of _____Decision Makers
Organizing Thoughts… Lists
Key words are obscuredVisually boringDifficult to rememberDifficult to searchRe-reading is time consumingDifficult to make associationsLose concentration
18
Organizing Thoughts… Mind Map
Tony Buzan – 1970s
Invented to exploit the extensive visual power of the brain via the large visual cortex
19
Organizing Thoughts… Mind Map
Basic Ordering
Ideas
20
21
22
23
Organizing Thoughts… Mind Map
Basic Ordering
Ideas
24
25
26
Five-Whys
Background:This technique was first popularized by Toyota production systems in the 70s. The technique was developed to find the root of the problems rather than wasting time over examining the symptoms. This type of questioning is closely related to the ‘Ishikawa Diagram’ which aims to find contributing root factors when investigating a problem. This is how it works: When you want to find about a problem, ask 5 questions starting with ‘why’. Based on each answer, probe deeper into the real cause of the problem to learn more.
27
Gradients of Agreement 28
What We’ve Covered
Creativity and InnovationThinking Gray / Thinking FreeMind MappingPaired Comparison AnalysisForce Field AnalysisFive-WhysGradients of Agreement
29