Think smarter : critical thinking to improve problem-solving and decision-making skills

XVII, 217 S.

graph. Darst.

Machine generated contents note: Dedication Acknowledgements Foreword Section I: Introduction and the Framework for Critical Thinking Chapter 1: What is Critical Thinking? Benefits of Critical Thinking Chapter 2: When to Use Critical Thinking Chapter 3: The Framework and Tools Clarity Conclusions Decisions Section II: Clarity Chapter 4: Empty Your Bucket The Bucket Getting Started with Emptying Your Bucket Chapter 5: Inspection Inspection Getting Started with Inspection Chapter 6: Why? Why Why? Ask why to get to I don't know Getting Started with Why Chapter 7: So What? So What? So What: Your Company or Product YOUR So What? Getting Started with So What Chapter 8: Need What is the Necessity? Great Teams and Need Need and Survival Getting Started with Need Chapter 9: Anticipatory Thinking What's Next? Getting Started with Anticipatory Thinking Chapter 10: What Else? What Else Could This Be? Getting Started with What Else Chapter 11: The Ingredient Diagram Ingredients of Your Headscratcher Getting started with the Ingredient Diagram Chapter 12: Vision What is Your Vision? Getting Started with Vision Chapter 13: The Thinking Coach The Role of a Thinking Coach Why Be a Thinking Coach? Examples of a Thinking Coach If You Have the Experience, Why Not Communicate That? Ten Rules of a Thinking Coach Getting Started with Being a Thinking Coach Section III: Conclusions Chapter 14: Summary of Clarity Clarity - Getting Clear about Your Headscratcher Getting Started Practice Clarity - Not About Solving the Problem, but Generates Solutions When Am I Done with Clarity? Can I Use Critical Thinking by Myself and Not with a Group? Chapter 15: It's all about The Premise Deduction Induction It's All About the Premise Chapter 16: Facts Facts are Absolute Truth Use so what with facts Fact or Not Fact Chapter 17: Observations Observations are Abundant Chapter 18: Experiences Your Experiences So What? Chapter 19: Beliefs Beliefs - Your Value System When Beliefs Are Different Chapter 20: Assumptions Assumptions are Key Chapter 22: Credibility How Credible is the Premise? Credibility of Facts and Observations Why Do People Lose Credibility? Getting Started with Credibility Chapter 23: Consistency The Consistency of Your Premise Components Getting Started with Consistency Chapter 24: Triangular Thinking Triangular Thinking: Estimating the Unknown Getting Started with Triangular Thinking Chapter 25: Change The Premise and Change Helping People Get Over Change Getting Started with Change Chapter 26: Influencing and Persuading Influence and Persuasion Using the Premise to Influence Using the Premise to Persuade Maybe you need to be persuaded? Getting Started with Influencing and Persuading Section: IV Conclusions and Innovation Chapter 27: Outside-the-Box Thinking Ask What If and What Other Getting Started with Thinking Outside-the-Box Chapter 28: Abductive Thinking Abductive Thinking Old Dog Thinking Knowledge with No Experience Old Dog Thinking Cures Getting Started with Abductive Thinking Chapter 29: Impossible Thinking Thinking How to Accomplish the Impossible Getting Started with Impossible Thinking Exercises for Impossible Thinking Chapter 30: Summary of Conclusions Conclusions - Creating Solutions Getting Started Conclusions - Sorry, You're Not Quite Done! Section V: Decisions Chapter 31: Who, Need and When Whose Decision Is This, Anyway? Need, Again! When Does This Decision Need to Be Made? Getting Started with Who, Need and When Chapter 32: Criteria Without Criteria, Nothing Is Decided Getting Started with Criteria Chapter 33: Risk Eleven Risk Factors Using the Eleven Factor Model What Is Too Risky? Getting Started with Risk Chapter 34: Summary of Decisions Decisions - Taking Action Getting Started Are we done yet? Chapter 35: Critical Thinking: Summary and Suggestions Critical Thinking Summary Critical Thinking - Let's Begin .

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