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In the corporate environment vital decisions should be made, in some cases rapidly, whether due to the fact that of modifications in market conditions, business profits, or business performances. The decision-making procedure is essential to good management in today’s workplace. This paper will analyze the relationship between critical thinking and the choice making process, describe what the book authors believe, and relate how both apply to today’s workplace.
Critical thinking includes the ability to weigh evidence, take a look at arguments, and construct reasonable bases for typically accepted beliefs.
In order to develop a theoretical basis for studying vital thinking, a terrific amount of research has been done. Important thinking is not only the ability to reason and construct arguments, however likewise the ability to analyze the reasoning procedures involved and being able to evaluate their appropriateness and efficiency. This “judgment” element is what makes crucial thinking more than simply issue resolving. It is not enough to be able to use analytical strategies to a particular problem; a real vital thinker needs to be able to choose appropriate methods and even develop new ones when needed.
In dealing with a lot of intricate problems in today’s work environment, there might be more than one excellent response to an issue. The question then turns into one of choosing the finest answer; this is called decision-making. Weighing the consequences of these possible services based upon our understanding of their prospective results is the task of the supervisor. An excellent manager does not compare “critical thinking” and “decision-making” when working.
He uses both to come to an option. It is only when examining how to come to a particular decision that he should employ crucial thinking skills so that he does not allow individual bias, feelings, or stress to affect his thinking processes.
According to the authors of Whatever It Takes – The Realities of Managerial Decision Making, the six steps to critical thinking and decision making are: “1) a problem is defined and isolated, 2) information is gathered, 3) alternatives are set forth, 4) an end is established, 5) means are created to achieve the end, and 6) a choice is made.” The authors say when applied in today’s business environment, the six steps are mostly ineffective because “executive decision-making is not a series of single linier acts.” It is the interference of many other factors (such as murky information, poor information input, and multiple problems intersecting) that makes scientific study of real-life decision-making difficult. (McCall & Kaplan, 1990, pg xvii – xviii) Therefore, the authors suggest case study and specific dissection of past decisions is the best way to learn how to make future decisions.
In my field of work (currently training of teaching personnel), decisions must be made as to time management, importance of curriculum vs. methodology, and allocation of skill acquisition importance. In addition, two corporations are my superiors; each with different hierarchies as to who tells me which jobs should be done. My decisions, therefore, must not only be politically correct, but must be ones that make the most people happy. When three different departments from three different divisions ask me to begin a project, someone has to be told to wait. It is at times like these that critical thinking becomes important to justify my decisions when responding to their requests. Critical thinking is used both to justify my decisions and to clarify my thinking.
McCall, M. W., & Kaplan, R. E. (1990). Whatever It Takes – The Realities of Managerial Decision Making (2nd ed.). Upper Saddle River, New Jersey: Prentice Hall.
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