“Becoming A Critical Thinker”: Sherry Diester

Summary

The chapter says that the Critical thinking involves acquiring information and evaluating it to reach a well justified conclusion. This doesn't mean collecting information exhaustively. Collecting information can be costly and time-consuming. Some information may not be available, because of Data Protection for example, or because it is held by a competitor. We need the skills to decide when we have sufficient information, and when obtaining further information is impracticable or unnecessary. This first theme begins by looking at the role information plays in effective management and at the sources of data you use. It ends by exploring the concept of critical thinking in more detail. Rather than trusting that things will turn out right, we'll explain the benefits of carefully following a logical process and critically checking your thoughts, actions and decisions at every stage. In this theme you will:

? identify the information needs of your team and assess how effectively these are being met

? critically consider the factors that affect the quality and use of data and information gather and record information relevant to your own area of responsibility, complying with any constraints on the collection of, and access to, data

? explore the characteristics of critical thinking and assess your own critical thinking skills.

The chapter demonstrates that the strategic decisions are the most uncertain and high cost to make. Because of their impact they usually demand information from a number of sources. These will include performance figures from inside the organisation, but also far more external information in the form of financial forecasts and analyses from the wider marketplace, its own shareholders' views, and so on. Do notice, however, that all of these decisions will inevitably be linked. For example, if a supermarket has made a strategic decision to maximise ...