Critical Thinking

SLA 2009 Annual Meeting

Washington D.C.

Mary Lee Kennedy, Executive Director, Knowledge and Library Services

Harvard Business School, [email protected]
Rebecca Jones, Dysart & Jones Associates, [email protected]
Deb Wallace, Managing Director, Baker Library Services Knowledge and
Library Services, Harvard Business School, [email protected]
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‡ Explore what good critical thinking is & the difference it
can have in our decision-­making and problem-­solving
‡ Identify decision-­making traps & how to avoid them
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‡ Practice on a decision that you have to make
‡ Look at characteristics required
‡ Provide a few resources you can follow-­up with post-­
SLA

www.dysartjones.com for slides & worksheets

Mary Lee Kennedy & Rebecca Jones 6/15/2009
Decisions, decisions

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Hammond, Keeney & Raiffa, The Hidden Traps in Decision Making, Harvard
Business Review, January 2006
 Critical Thinking: formal definition
´WKHintellectually disciplined process of actively and
skillfully conceptualizing, applying, analyzing, synthesizing,
and/or evaluating information gathered from, or generated
by, observation, experience, reflection, reasoning, or
communication, as a guide to belief and actionµ

Critical  Thinking  as  Defined  by  the  National  Council  for  Excellence  in  Critical  Thinking,  1987
A  statement  by  Michael  Scriven  &  Richard  Paul  at  the  8th  Annual  International  Conference  on  Critical  Thinking  and  Education  Reform,  
Summer  1987}.  http://www.criticalthinking.org/page.cfm?PageID=766&CategoryID=51 Last  accessed  May  31,  2009
Critical thinking is really about
‡ Decision-­making & problem-­solving
‡ Openmindedness
‡ Productive dialogue
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vacuum
x The decisions & problems we face are increasingly
complex

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Good Critical Thinking
‡ Raises the right questions ² clearly & precisely
‡ Focuses on the real problem or decision to be taken
‡ Gathers & assesses relevant information
Ł Uses abstract ideas to interpret info effectively
‡ Develops well-­reasoned conclusions & solutions, testing
them against relevant criteria and standards
‡ Relies on openmindedness
Ł On recognizing & assessing assumptions, implications,
&consequences
‡ Communicates effectively with others in figuring out
solutions to complex problems
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‡ For our customers:
‡ Instructional, reference & research services

‡ For our organizations

‡ Planning, negotiating, managing

‡ For ourselves, and our professional credibility

‡ Awareness of our own mental processes
‡ Confidence in our knowledge and reasoning ability
‡ Conscious awareness of our selective perception based on
conditioning, beliefs and desires, focus, emotional state
‡ Awareness of the potential for selective and reconstructive
memory affected by time, what we want to remember, and
after-­acquired information and suggestion.
Common Decision Traps
‡ Framing
‡ Status quo
‡ Anchoring
‡ Sunk cost fallacy
‡ Information gathering traps
‡ Overconfidence bias
‡ Availability
‡ Confirmation bias
‡ Generalization
‡ False cause Based  on  the  work  of  Michael  B.  Metzger,  Kelley  
School  of  Business,  Indiana  University
Framing
‡ Put the frame up first Avoidance tactics:
Ł May clarify status-­quo, ‡ 'RQ·WDFFHSWWKHILUVWIUDPH²
anchor & sunk-­costs or queston
‡ How we ask questions very ‡ ´UH-­IUDPHµRUORRNDWWKHLVVXH
often determines the type from different perspectives,
answers we get particularly from customer or
stakeholder perspectives
Status-quo
‡ Like it or not, tendency is to Avoidance tactics:
perpetuate what we already ‡ Focus on goals & ask how
know ² like it or not status quo helps move
‡ Psychologically risky towards them
Ł ´EUHDNLQJIURPWKHVWDWXVTXR ‡ Evaluate vs. all other
means taking action, and when alternatives IN TERMS OF
we take action, we take THE FUTURE
responsibility, thus opening Ł Ask outsiders to review your
ourselves to criticism and to evaluations
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x Hammond, Keeney, Raiffa

Kennedy & Jones, 2009

Anchoring
‡ What we hear or see first Avoidance tactics:
influences our subsequent ‡ Be aware
thinking ‡ Purposefully use different
Ł Past statistics & trends, an starting points
DUWLFOHDFROOHDJXH·VFRPPHQW ‡ As you gather other people to
Ł The order in which we discuss the issue, try to limit
receive info distorts our the information you give them
judgment
Ł Clarity what each of your
base assumptions are
Ł Keep coming back to the
issue on which you are
focusing
Kennedy & Jones, 2009
Sunk cost
‡ People want to justify past Avoidance tactics:
decisions, regardless of how ‡ Consciously set aside past
present & future change the investments & remember that
situation a rational decision is based on
x Some cultures reinforce this current assets & future
by punishing decisions that consequences
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planned
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‡ Reward turn-­arounds &
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the best thing you can do is stop
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Warren Buffet
Kennedy & Jones, 2009
 Reaching clarity means wading through
confusion

Know your own conflict handling style

Competing Collaborating
Assertiveness

Compromising

Avoiding Accommodating

Cooperativeness

Mary Lee Kennedy

Thomas-Kilmann Conflict Mode Instrument
14
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‡ Choose a partner
‡ First 10 minutes on your own
± Prepare your decision approach for either Case 1 or Case 2
‡ Next 10 minutes with your colleague
± Talk through your plan or approach with each other
± Advise each other on critical thinking delivery (good practice/decision
traps)
‡ Next 10 minutes discussing our experiences
± Challenges, affirmations, ah KD·V!
Group Exercises
Case one: Case two:

‡ Your budget will be 10% less ‡ You have an idea for a new
for the next financial year. service you want to offer to
‡ 80% of your current budget is your customers. You know
staff, 15% is content, the other WKHUHLVQ·WDQ\PRUHIXQGLQJ
5% is for various available but you think it is
administrative costs (travel, really important to make a
training, phones, supplies). case for it.

‡ Put together an approach for ‡ Put together a plan for making

making the decision of how to the case to proceed with the
work within this budget. service
In your group discussions,
‡ What surprised you when you had to think about
critical thinking practices and avoiding decision-­making
traps?
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approach?
‡ What will you do differently in making decisions?
‡ What more do you want to know so that you can do this
better?
‡ How will you apply this starting now?
Realities
‡ Disagreement must be incited & managed
Ł Once conflict becomes too intense people shut down
‡ Organizational culture must encourage questioning,
especially of decision-­PDNHUV·DVVXPSWLRQV 
propositions
Critical characteristics
‡ Communication skills
Ł Listener
‡ Self-­awareness & self-­
acceptance
‡ Curious, interested &
questioning
‡ Admits lack of valid
information or understanding
‡ Assesses & evaluates
information & propositions for
their value on the issue at hand
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‡ Awareness

‡ Discipline your decision-­making to uncover

thinking errors & prevent judgment errors

‡ Trying it
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The Critical Thinking Community
http://www.criticalthinking.org/articles/Open-­minded-­inquiry.cfm
‡ Kramer, R. M., A. E. Tenbrunsel, and M. H. Bazerman, eds. Social Decision
Making: Social Dilemmas, Social Values, and Ethical Judgments. Routledge, in press.
‡ Bazerman, Max, and D. Moore. Judgment in Managerial Decision Making. 7th ed.
John Wiley and Sons, Inc., 2008.
‡ Milkman, Katherine L., Max H. Bazerman, and Dolly Chugh. "How Can
Decision Making Be Improved?" Perspectives on Psychological Science (in press).
Abstract
‡ Raiffa, Howard, John S. Hammond, and Ralph L. Keeney. "The Hidden Traps in
Decision Making." HBR Classic. Harvard Business Review 84, no. 1 (January 2006).
‡ Hammond, John S., III, Ralph L. Keeney, and Howard Raiffa. Smart Choices: A
Practical Guide to Making Better Decisions. Boston: Harvard Business School Press,
1998. (Paperback: Broadway Books, 2002;;
Thank you

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