Background

With globalization and the increased speed of business, employees at every level are facing an increasingly complex flow of information, Work settings are changing rapidly. and employees are moving into new roles, often with limited direction. Employees can no longer rely on others to make key decisions. They often must make them on their own, and quickly.

Program Overview

Leadership agility, adaptability and critical thinking are now required skills if organizations are to succeed in today’s competitive landscape

Leaders must make continuous shifts in people, process, technology, and structure. This requires critical thinking, flexibility and quickness in decision making. This makes Critical Thinking a very crucial skill to succeed in this volatile environment.

Critical Thinking is the ability to take information and make informed decisions without being influenced by your own opinions. To identify and analyse problems, seek and evaluate relevant information and reach appropriate conclusions

Program Flow

Facilitator led Workshop

Learning Objectives

At the end of the workshop participants will be able to

  • Recognize the importance of critical thinking as a
  • tool in toda/s complex and volatile environment
  • denUfy how critical thinking Is linked to workplace competencles
  • Recall the RED critical thinking model
  • Use the steps of the RED model In solving a case
  • Apply critical thinking to a business scenario
  • Classify the fallacies in decision making
  • Recognize how to evaluate issues without bias
  • Identify their development areas based on their individual report
  • Recognize the importance of a development plan and how to complete it

Program Outline

DAY 1

Introduction to the program

  • Participants are sensitized to the import ance of problem solving, critical thinking & decision making
  • The objectives of the program are shared with the participants
  •  Expectations from the participants/ group are captured

Critical Thinking and Job performance

  • Establish a common understanding in identifying, analyzing and resolving any problem linking it to job performance
  • Fallacies associated with Critical Thinking
  • Exploring the Common Errors we fall for in our thinking

Critical Thinking

  • Sensitize participants to the concept of critical thinking and Pearsons RED model

All about the Scores

  • Sharing the WGCTA Profile Reports with the participants
  • Exchanging notes on how it relates to their role

RED in action:
BuSiness Simulation

  • Activity debriet group interactions and brain-storming Case Study Pnalysis
  • Establish Business relevance of RED model

What did we lean?

  • Concluding the Day Vs Learning
  • O&ASesslon

DAY 2

Personality & Critical Thinking

  • Exploring how Personality factors influence or decision making
  • Favorable and Unfavorable Personality traits w.r.t Critical Thinking

My Thinking Style

  • Habits and Behaviors that promote
  • effective Critical Thinking
  • Understanding My thinking Style: Report interpretation
  • Exploring the strengths & development areas associated with seven thinking styles

WGCTA & MTS: The Conjunction

  • How thinking preferences influence the RED
  • Analyzing the 5- Step Model to proficient Critical Thinking

Thinking outside the box: CT In action

  •  Think creatively and work towards creative solutions
  •  Use techniques to analyze possible solutions
  • Understand and manage risks proactively  while choosing solution

Decision Making Process

  • Sensitize oneself to the decision making process
  • Understand the roles people p’ay in the decision making process
  • Apply a creative thinking process to decision making

Critical Thinking Gone Wrong and Done the Right Way

  • Case Analysis 8 Group Discussions on Real Business prob’ems from the past
  • Evaluating RED Model and Thinking styles in business perspective

Taking decisions with an action plan to be created

  • Create a methodology to view the decision from all view-points
  • Gather all facts and use proven decision making techniques

IDAP and Action Learning Projects

  • Creating the IDAP and assigning the Action Learning Projects
  • Concluding the Workshops Learning
  • Highlighting the Key ‘Take-Aways’
  • Q&ASession

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