Decision ToolsCritical Thinking Tools

Decision ToolsCritical Thinking Tools

The present situation has two sets of forces affecting it: those pushingtowards change (driving forces) and those opposed to change(restraining forces). In other words, “helps” and “hinders”.

Driving Forces Current State Restraining forces Future

To enable a career move or decision, you need to move thecentre line upwards. This can be done by:

1. Strengthening or adding to the helping forces 2. Reducing or removing the hindering forces 3. A combination of both

This means assessing both the things that are working inyour favour and the things that may restrict youroptions, and deciding whether your career plan isrealistic. If so, then seeing how you can optimise yourposition and minimise or accommodate the challenges.

To enable a career move or decision, you need to move thecentre line upwards. This can be done by:

1. Strengthening or adding to the helping forces 2. Reducing or removing the hindering forces 3. A combination of both

This means assessing both the things that are working inyour favour and the things that may restrict youroptions, and deciding whether your career plan isrealistic. If so, then seeing how you can optimise yourposition and minimise or accommodate the challenges.

Popularized by Tony Buzan, Mind Mapsabandon the list format of conventional notetaking. They do this in favour of a two-dimensional structure. A good Mind Mapshows the 'shape' of the subject, the relativeimportance of individual points, and the wayin which facts relate to one another.

Popularized by Tony Buzan, Mind Mapsabandon the list format of conventional notetaking. They do this in favour of a two-dimensional structure. A good Mind Mapshows the 'shape' of the subject, the relativeimportance of individual points, and the wayin which facts relate to one another.

Mind Maps are morecompact than conventionalnotes.

Helps you to makeassociations easily.

If you find out moreinformation after you havedrawn the main Mind Map,then you can easilyintegrate it with little

disruption.

Mind Maps are morecompact than conventionalnotes.

Helps you to makeassociations easily.

If you find out moreinformation after you havedrawn the main Mind Map,then you can easilyintegrate it with little

disruption.

Mind Maps are useful for: Summarizing information; Consolidating information from

different research sources; Thinking through complex

problems; and Presenting information in a

format that shows the overallstructure of your subject

Mind Maps are useful for: Summarizing information; Consolidating information from

different research sources; Thinking through complex

problems; and Presenting information in a

format that shows the overallstructure of your subject

:1. Write the title of the subject you're exploring in the centre of

the page, and draw a circle around it.2. As you come across major subdivisions or subheadings of the

topic (or important facts that relate to the subject) draw linesout from this circle. Label these lines with these subdivisionsor subheadings.

3. As you "burrow" into the subject and uncover another levelof information (further subheadings, or individual facts)belonging to the subheadings above, draw these as lineslinked to the subheading lines.

4. Finally, for individual facts or ideas, draw lines out from theappropriate heading line and label them

:1. Write the title of the subject you're exploring in the centre of

the page, and draw a circle around it.2. As you come across major subdivisions or subheadings of the

topic (or important facts that relate to the subject) draw linesout from this circle. Label these lines with these subdivisionsor subheadings.

3. As you "burrow" into the subject and uncover another levelof information (further subheadings, or individual facts)belonging to the subheadings above, draw these as lineslinked to the subheading lines.

4. Finally, for individual facts or ideas, draw lines out from theappropriate heading line and label them

CoRT ThinkingCognitive Research Trust (DeBono,1972)

PMI (Plus, Minus, Interesting) CAF (Consider All Factors) C & S (Consequence and Sequel) APC (Alternatives, Possibilities, Choices). OPV (Other People's Views)

PMI (Plus, Minus, Interesting) CAF (Consider All Factors) C & S (Consequence and Sequel) APC (Alternatives, Possibilities, Choices). OPV (Other People's Views)

P = Plus The good things about an idea - why you like it.M = Minus The bad things about an idea - why you don't like itI = Interesting What you find interesting about an idea

Instead of just saying that you like an idea, or don't like an idea, youcan use a PMI. When you use a PMI you give the good points first,then the bad points and then the points than are neither good norbad but are interesting. You can use a PMI as a way of treating ideas,suggestions and proposals.

P = Plus The good things about an idea - why you like it.M = Minus The bad things about an idea - why you don't like itI = Interesting What you find interesting about an idea

Instead of just saying that you like an idea, or don't like an idea, youcan use a PMI. When you use a PMI you give the good points first,then the bad points and then the points than are neither good norbad but are interesting. You can use a PMI as a way of treating ideas,suggestions and proposals.

When you have to choose ormake a decision or just thinkabout something, there arealways many factors that youhave to consider. If you leave outsome of these factors, yourchoice may seem right at thetime but will later turn out to bewrong. When you are looking atother people's thinking, you cantry and see what factors theyhave left out.

When you have to choose ormake a decision or just thinkabout something, there arealways many factors that youhave to consider. If you leave outsome of these factors, yourchoice may seem right at thetime but will later turn out to bewrong. When you are looking atother people's thinking, you cantry and see what factors theyhave left out.

A new invention (e.g. the petrolengine), a plan, a rule or adecision all have consequencesthat go on for a long time.Consequences should always beconsidered:Immediate consequencesShort-term consequences (1- 5 years)Medium - term consequences (5- 25 year)Long-term consequences (over25 years)

A new invention (e.g. the petrolengine), a plan, a rule or adecision all have consequencesthat go on for a long time.Consequences should always beconsidered:Immediate consequencesShort-term consequences (1- 5 years)Medium - term consequences (5- 25 year)Long-term consequences (over25 years)

When you have to make adecision or take action, you mayat first think that you do nothave all the choices at youdisposal. But if you look forthem, you may find that thereare more alternatives than youthought. Similarly in looking at asituation there are alwaysobvious explanations. But if youlook for them, you may find thatthere are possible explanationsthat you had not thought of.

When you have to make adecision or take action, you mayat first think that you do nothave all the choices at youdisposal. But if you look forthem, you may find that thereare more alternatives than youthought. Similarly in looking at asituation there are alwaysobvious explanations. But if youlook for them, you may find thatthere are possible explanationsthat you had not thought of.

.

Other people may have a very different viewpoint. Although they arein the same situation, they may look at things very differently.

Edward De Bono and Six Hat Thinking

Six Thinking Hats is a strategy devised by Edward de Bono whichrequires students (and teachers), to extend their way of thinkingabout a topic by wearing a range of different ’thinking‘ hats:

White hat thinking identifies the facts and details of a topic Black hat thinking examines the negative aspects of a topic Yellow hat thinking focuses on the positive aspects of a topic Red hat thinking looks at a topic from the point of view of

emotions and feelings Green hat thinking requires imagination and lateral thinking

about a topic Blue hat thinking focuses on reflection, metacognition (thinking

about the thinking that is required), and the need to understandthe big picture

Six Thinking Hats is a strategy devised by Edward de Bono whichrequires students (and teachers), to extend their way of thinkingabout a topic by wearing a range of different ’thinking‘ hats:

White hat thinking identifies the facts and details of a topic Black hat thinking examines the negative aspects of a topic Yellow hat thinking focuses on the positive aspects of a topic Red hat thinking looks at a topic from the point of view of

emotions and feelings Green hat thinking requires imagination and lateral thinking

about a topic Blue hat thinking focuses on reflection, metacognition (thinking

about the thinking that is required), and the need to understandthe big picture

The spectrum of feelingsincluded under the Red hat rangefrom emotions to intuitions.No need to justify the feelings.How do I feel about this rightnow?Emotions - normal emotions such asjoy, anger, fear and sorrow. Under thesepowerful emotions, our perceptions onlyselect what supports the emotion. ie. anangry person will see reasons for anger.

Feelings - covers a wider range thanemotions. Includes feelings of unease,anxiety, interest, and uncertainty.Aesthetics is a feeling. Feelings coversmatters like admiration and respect.

Hunches - lie somewhere betweenintuition and feelings. It takes the formof strong feeling or decision in favour ofor against something. Intuitions -intuition is both right and wrong. Someclaim that intuition is indeed logical butthat we are not consciously aware ofthis process.

The value of the Red Hat is that itrecognises emotions, feelings, hunchesand intuitions as a valid part of thinking,provided they are signalled as what theyare.

The spectrum of feelingsincluded under the Red hat rangefrom emotions to intuitions.No need to justify the feelings.How do I feel about this rightnow?Emotions - normal emotions such asjoy, anger, fear and sorrow. Under thesepowerful emotions, our perceptions onlyselect what supports the emotion. ie. anangry person will see reasons for anger.

Feelings - covers a wider range thanemotions. Includes feelings of unease,anxiety, interest, and uncertainty.Aesthetics is a feeling. Feelings coversmatters like admiration and respect.

Hunches - lie somewhere betweenintuition and feelings. It takes the formof strong feeling or decision in favour ofor against something. Intuitions -intuition is both right and wrong. Someclaim that intuition is indeed logical butthat we are not consciously aware ofthis process.

The value of the Red Hat is that itrecognises emotions, feelings, hunchesand intuitions as a valid part of thinking,provided they are signalled as what theyare.

Allows for the legitimizing of emotions & feelings Explores ordinary emotions such as fears, dislikes, suspicions

& complex emotions like hunches,intuitions, senses &aesthetics

NO need to justify or give reason for feelings or emotions Uses focusing statements... This makes me feel... When I think what all this will involve I feel... When I think of what I will have to do to be able to make this option

work...

Allows for the legitimizing of emotions & feelings Explores ordinary emotions such as fears, dislikes, suspicions

& complex emotions like hunches,intuitions, senses &aesthetics

NO need to justify or give reason for feelings or emotions Uses focusing statements... This makes me feel... When I think what all this will involve I feel... When I think of what I will have to do to be able to make this option

work...

Information.Questions.What information do we have?What are the facts?What information do we need to get?

. A good place to start when wearing the whitehat is to make note of all the information, formaland informal, that is readily available.

What information do we have? The answer willprovide an inventory

Formal information may includereports, statistics and facts.

Informal information tends tocome from personal experience.

Describing our own feelings isRed Hat thinking, but reportinghow others feel is White Hatthinking. White Hat thinkingincorporates questions such as,What is relevant?What is most important?

How valid is this?

Information.Questions.What information do we have?What are the facts?What information do we need to get?

. A good place to start when wearing the whitehat is to make note of all the information, formaland informal, that is readily available.

What information do we have? The answer willprovide an inventory

Formal information may includereports, statistics and facts.

Informal information tends tocome from personal experience.

Describing our own feelings isRed Hat thinking, but reportinghow others feel is White Hatthinking. White Hat thinkingincorporates questions such as,What is relevant?What is most important?

How valid is this?

Allows neutrality Explores facts and figures with NO interpretations

or opinions Uses focusing questions...... How much? How long? Where? Who? Fact or belief? Fact or likelihood?

Allows neutrality Explores facts and figures with NO interpretations

or opinions Uses focusing questions...... How much? How long? Where? Who? Fact or belief? Fact or likelihood?

Judgement.

Bad points.

What is wrong with this? Is this true? Will itwork?

What are the weaknesses? What is wrong withit?

The words checking and checking out areimportant in explaining the uses of the Black Hat.It is critical thinking. The main uses of the Black

Hat are:Checking for evidence - what is the evidence tosupport the statement?

Checking for logic - the validity of the logicalargument.

Checking for feasibility - is it realistic, will it work?

Judgement.

Bad points.

What is wrong with this? Is this true? Will itwork?

What are the weaknesses? What is wrong withit?

The words checking and checking out areimportant in explaining the uses of the Black Hat.It is critical thinking. The main uses of the Black

Hat are:Checking for evidence - what is the evidence tosupport the statement?

Checking for logic - the validity of the logicalargument.

Checking for feasibility - is it realistic, will it work?

Checking for impact - theconsequences, who does itaffect?

Checking for fit - in simpleterms: do things fit?

Checking for weaknesses - isthis supportive?

Allows logical negative assessment Explores risks, dangers & inconsistencies with past

experiences Not an argument Uses focusing questions... What are the problems with this option?• What risks are there? What barriers do I face? Who will be affected by my decision What negatives are there? Is it worth doing?

Allows logical negative assessment Explores risks, dangers & inconsistencies with past

experiences Not an argument Uses focusing questions... What are the problems with this option?• What risks are there? What barriers do I face? Who will be affected by my decision What negatives are there? Is it worth doing?

Assessing value.Extracting benefits.Making something work.

The uses of the Yellow Hat fall into fourareas:

1. Good points.

2. Benefits.

3. Reasons why an idea will work

4. Likelihood.

Things to look for whenwearing the Yellow Hatare:

What are the good points?

What are the benefits?

Assessing value.Extracting benefits.Making something work.

The uses of the Yellow Hat fall into fourareas:

1. Good points.

2. Benefits.

3. Reasons why an idea will work

4. Likelihood.

Things to look for whenwearing the Yellow Hatare:

What are the good points?

What are the benefits?

Allows positive constructive assessment Explores the benefits & values, & the dreams & visions Uses focusing questions... What is my dream job? What is my objective in choosing this option? What are my positive assumptions based on? How can I get closer to the vision? Who will benefit from my choice? What are the potential benefits for me?

Allows positive constructive assessment Explores the benefits & values, & the dreams & visions Uses focusing questions... What is my dream job? What is my objective in choosing this option? What are my positive assumptions based on? How can I get closer to the vision? Who will benefit from my choice? What are the potential benefits for me?

Organisation of thinking.Thinking about thinking.What have we done so far? What do we do next?

Defining focus and purpose - What are we thinking about? What are wetrying to do?

Setting out a thinking plan or agenda - setting the thinking steps, astrategy.

Making observations or comments - metacognition - thinking about our

thinking, commenting on our thought processes. Deciding on the nextstep - this step may involve moving to another hat. It is stoppingthinking and taking a break.

Defining outcomes and summarising - What decision have wereached? The overall outcome, solution, conclusion, choice or decision,

design, or further plan.

Organisation of thinking.Thinking about thinking.What have we done so far? What do we do next?

Defining focus and purpose - What are we thinking about? What are wetrying to do?

Setting out a thinking plan or agenda - setting the thinking steps, astrategy.

Making observations or comments - metacognition - thinking about our

thinking, commenting on our thought processes. Deciding on the nextstep - this step may involve moving to another hat. It is stoppingthinking and taking a break.

Defining outcomes and summarising - What decision have wereached? The overall outcome, solution, conclusion, choice or decision,

design, or further plan.

Allows control of the thinking & organises it intoaction

Produces summaries, overviews, conclusions,suggested directions & next step action

Uses focusing questions... What is the first step? Where do I go from here? Who do I need to? What do I need to prepare? What documents do I need to produce? What timescales am I working to?

Allows control of the thinking & organises it intoaction

Produces summaries, overviews, conclusions,suggested directions & next step action

Uses focusing questions... What is the first step? Where do I go from here? Who do I need to? What do I need to prepare? What documents do I need to produce? What timescales am I working to?

Creativity. Different ideas. New ideas. Suggestions and proposals. Whatare some possible ways to work this out? What are some alternativeways of approaching this?

Generating reactive ideas - use the given idea as a starting point for thinkingand exploring creatively.

Generating starting ideas - The White Hat collects information - the Green Hatis used to lay out some starting ideas.

Generating better and further ideas - look for alternatives, enhance existingideas.

Generating new ideas - create new ideas completely - use originality.

Green Hat thinking can help when we need to take an action, provide anexplanation, forecast an outcome or consider wider alternatives. Forminghypotheses, speculating, and thinking laterally, are three Green Hat thinkingtools.

Creativity. Different ideas. New ideas. Suggestions and proposals. Whatare some possible ways to work this out? What are some alternativeways of approaching this?

Generating reactive ideas - use the given idea as a starting point for thinkingand exploring creatively.

Generating starting ideas - The White Hat collects information - the Green Hatis used to lay out some starting ideas.

Generating better and further ideas - look for alternatives, enhance existingideas.

Generating new ideas - create new ideas completely - use originality.

Green Hat thinking can help when we need to take an action, provide anexplanation, forecast an outcome or consider wider alternatives. Forminghypotheses, speculating, and thinking laterally, are three Green Hat thinkingtools.

Allows for the creation of new ideas andresponsible changes Explores new approaches, routes, options,

choices, avenues, structures, resources andmethods Uses focusing statements... My chance of success is greater if I… What if? What else could I consider doing? What’s my contingency plan/alternatives? How many different ways can we attack the problem?

Allows for the creation of new ideas andresponsible changes Explores new approaches, routes, options,

choices, avenues, structures, resources andmethods Uses focusing statements... My chance of success is greater if I… What if? What else could I consider doing? What’s my contingency plan/alternatives? How many different ways can we attack the problem?