Rational, Sequential And Analytic Thinking Critical Thinking Logical Thinking Creative Thinking Associative Thinking Systemic Thinking Integrative Thinking
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Learning to Think 1. 2.
3. 4. 5.
6. 7.
Rational, Sequential and Analytic Thinking Critical Thinking Logical Thinking Creative Thinking Associative Thinking Systemic Thinking Integrative Thinking
Rational, Sequential & Analytic Thinking Rational
– “Reason” hence with proof Sequential – “Sequence” hence orderly Analytic – “Analysis” breaking down into parts
Rational, Sequential & Analytic Thinking 1.
Classification & Categorization
Rational, Sequential & Analytic Thinking 1.
Classification & Categorization
Venn Diagram
Venn Diagram
Rational, Sequential & Analytic Thinking 1. 2.
Classification & Categorization Sequencing & Ordering
Flowchart
The Basic Questions
Who
Who is causing the problem?
Who says this is a problem?
Who are impacted by this problem?
Etc.
What
Where
• What will happen if this problem is not solved? • What are the symptoms? • What are the impacts? • Etc.
• Where does this problem occur? • Where does this problem have an impact? • Etc.
Why
How
When • When does this problem occur? • When did this problem first start occurring? • Etc.
9 of 58
• • • •
Why is this problem occurring? Why? Why? Etc.
• How should the process or system work? • How are people currently handling the problem? • Etc.
Critical thinking - art of asking the right questions.
1. Determining the objectives 2. Possible approaches, strategies and options to reach objectives
3. Significant variables or factors that affect the issues at hand and the accomplishment of the objectives 4. Proof to justify or challenge the alternative strategies or options (facts & figures, evidences, supporting premises, and researches) 5. Causal relationships between each of the alternatives and their impact on the objectives
6. Review the entire process and summarize the findings, argumentations and conclusions
Benchmarking Hunt for Best Practices 2. Measure and Compare other business such as: Competitors Related Industries Unrelated Industries 3. Apply Critical Thinking 4. Synthesize Ideas 1.
5 information screening devices or data sifters 1. Magnitude – indicates where the trends, patterns and cycles of client’s needs are. 2. Relevance – means that the strategy should address its mission faithfully. 3. Importance – isolates the most critical ingredients to achieve one’s mission. 4. Urgency – means immediacy of response, especially in crisis situation. 5. Doability – refers to the capacity of an organization to implement its devised strategy
Logical Thinking
LOGIC
Logic doesn't just deal with "thinking" in general. Logic deals with "correct thinking." Training in logic should enable us to develop the skills necessary to think correctly, that is, logically. A very simple definition would be: “Logic is the subject which teaches you the rules for correct and proper reasoning.” A more complete and "sophisticated" definition of logic, you can define it this way: “Logic is the science of those principles, laws, and methods, which the mind of man in its thinking must follow for the accurate and secure attainment of truth.”
Ishikawa Fishbone Diagram Fishbone Diagram (a.k.a. Cause and Effect Diagram) is an analysis tool that provides a systematic way of looking at effects and the causes that create or contribute to those effects. Cause
Cause Detail
Detail
Detail
Detail
Result (Problem)
Cause
Cause
The value of the Fishbone Diagram is that it provides a method for categorizing the many potential causes of problems or issues in an orderly way and in identifying root causes 15 of 58
Five Why’s Five Why's refers to the practice of asking, five times, why the problem exists in order to get to the root cause of the problem Employee turnover rate has been increasing
Why?
Why?
Why?
Why?
Why?
Employees are leaving for other jobs
Employees are not satisfied
Employees feel that they are underpaid
Other employers are paying higher salaries
Demand for such employees has increased in the market
Process of Making an Argument
Premises Conclusion
Facts Claim to Prove
Deductive Reasoning Universal to Particular Reasoning from general tenets and premises to specific conclusions. With deductive reasoning, there CAN be certainty. Syllogisms follow this format: Major Premise (general truth about life/humans) Minor Premise (specific fact that falls under the truth) Conclusion (a conclusion that can be drawn about the specific fact based on the first generalization)
Deductive Syllogism Examples Correct Syllogism: Major Premise: All mammals are warm-blooded animals. Minor Premise: No lizards are warm-blooded animals. Conclusion: Therefore, no lizards are mammals. Correct Syllogism: Major Premise: All humans are mortal. Minor Premise: All Greeks are human. Conclusion: Therefore, all Greeks are mortal.
Descartes’ Syllogism (correct) Major Premise: Existence has be true if one is thinking. Minor Premise: I am thinking. Conclusion: I think, therefore, I am.
Inductive Reasoning
Particular to Universal Reasoning from sensory observation of specific facts/evidence to general conclusion With inductive reasoning, there can NEVER be certainty, because only ONE example can modify or refute the conclusion. Based on an accumulation of many facts (one fact = “x”): Observation of: xxxxxxxxxxxxxxxxxxxxxxxx Equals General Statement about X’s in future
Inductive Reasoning Examples
If I jump off the building, I will fall to the ground. (More specifically: Every time something with weight and mass is released from any height, it falls to the ground. Therefore, all things fall to the ground (law of gravity). Based on an evaluation and observation of multiple studies of adolescents who value peers more than parents, Judith Rich Harris concludes that peers matter more than parents in this age group. Whenever it snows or rains, it will eventually stop snowing or raining. So far all U.S. presidents have been male. Therefore, the next U.S. president will be male.
Creative Thinking Techniques
Brainstorming 1. 2. 3. 4. 5. 6.
One idea at a time Encourage wild ideas Go for quantity over quality Build on others ideas Defer Judgment Merging & Sorting
Metaphoring
Metaphoring 1. 2. 3. 4. 5.
Specify the problem Find a Metaphor that symbolizes the problem Solve the problem of the Metaphor Relate the solution of the metaphor to the problem Develop solution for the problem
Associative Thinking
Allow the mind to freely associate Externalize internal mental pictures into drawings, words, symbols, etc.
Mindmapping
Mindmapping
Mindmapping
Systemic Thinking
Gain deeper insights by surfacing the interaction patterns that underly, drive and govern them
CREATION Supplier of Goods and Services
Raw Materials
Bank or any Financier
CASH Owner or Stockholder
PROCREATION Other Materials / Other Goods & Services
CASH
Labor Services
Land, Building, Machinery, & Equipment (Fixed Assets)
MORE PROCREATION Raw Materials
Labor Services
Fixed Assets
Work-inProcess Inventory
Finished Goods Inventory
EXIT AND RE-ENTRY Finished Goods leave Enterprise
Cost of Goods Sold
Customer provides Enterprise
Sales / Revenue
PROFIT AND LOSS Finished Goods Cost of Goods Sold
CASH
Operating Expenses Non-Operating Expenses Sales / Revenue
Customer
BACK TO CASH
CASH
SALES
Accounts Receivable
PAYBACK TIME
SUPPLIERS pays
BANKS
OWNERS
pays
CASH
gives cash dividends
Another Production and Sales Cycle
FUNDS FLOW Raw Materials
Suppliers
Labor
CASH Banks
Work in Process
Land, Buildings, & Machinery
Finished Goods
Cost of Goods Sold Operating Expenses
Owners Accounts Receivable
Non-Operating Expenses
Sales
Customers
Buyer Decision Making Process
Integrative Thinking
The ability to put multiple dimensions of a broad issue together into a coherent and comprehensive whole.
M A R K E T
Market Segment 1 Market Segment 2 Market Segment 3
CUSTOMERS
similar needs
similar wants
Behavior: What he does ?
User
Decision Maker Buyer
Adviser
Psychographics: Why he does it? Attitudes
towards products and brands Core Values Aspirations Personality
Demographics: Who he is? Age Gender Social
class Occupation Reference Group
Geographics: Where he is? Residence Work Relax Shop Use
Behavior: What he does ? User
Decision Maker Buyer
Adviser
Segmentation
Demographic
Geographic
Behavior
Psychographic
3. 4. 5.
6. 7.
Rational, Sequential and Analytic Thinking Critical Thinking Logical Thinking Creative Thinking Associative Thinking Systemic Thinking Integrative Thinking
Rational, Sequential & Analytic Thinking Rational
– “Reason” hence with proof Sequential – “Sequence” hence orderly Analytic – “Analysis” breaking down into parts
Rational, Sequential & Analytic Thinking 1.
Classification & Categorization
Rational, Sequential & Analytic Thinking 1.
Classification & Categorization
Venn Diagram
Venn Diagram
Rational, Sequential & Analytic Thinking 1. 2.
Classification & Categorization Sequencing & Ordering
Flowchart
The Basic Questions
Who
Who is causing the problem?
Who says this is a problem?
Who are impacted by this problem?
Etc.
What
Where
• What will happen if this problem is not solved? • What are the symptoms? • What are the impacts? • Etc.
• Where does this problem occur? • Where does this problem have an impact? • Etc.
Why
How
When • When does this problem occur? • When did this problem first start occurring? • Etc.
9 of 58
• • • •
Why is this problem occurring? Why? Why? Etc.
• How should the process or system work? • How are people currently handling the problem? • Etc.
Critical thinking - art of asking the right questions.
1. Determining the objectives 2. Possible approaches, strategies and options to reach objectives
3. Significant variables or factors that affect the issues at hand and the accomplishment of the objectives 4. Proof to justify or challenge the alternative strategies or options (facts & figures, evidences, supporting premises, and researches) 5. Causal relationships between each of the alternatives and their impact on the objectives
6. Review the entire process and summarize the findings, argumentations and conclusions
Benchmarking Hunt for Best Practices 2. Measure and Compare other business such as: Competitors Related Industries Unrelated Industries 3. Apply Critical Thinking 4. Synthesize Ideas 1.
5 information screening devices or data sifters 1. Magnitude – indicates where the trends, patterns and cycles of client’s needs are. 2. Relevance – means that the strategy should address its mission faithfully. 3. Importance – isolates the most critical ingredients to achieve one’s mission. 4. Urgency – means immediacy of response, especially in crisis situation. 5. Doability – refers to the capacity of an organization to implement its devised strategy
Logical Thinking
LOGIC
Logic doesn't just deal with "thinking" in general. Logic deals with "correct thinking." Training in logic should enable us to develop the skills necessary to think correctly, that is, logically. A very simple definition would be: “Logic is the subject which teaches you the rules for correct and proper reasoning.” A more complete and "sophisticated" definition of logic, you can define it this way: “Logic is the science of those principles, laws, and methods, which the mind of man in its thinking must follow for the accurate and secure attainment of truth.”
Ishikawa Fishbone Diagram Fishbone Diagram (a.k.a. Cause and Effect Diagram) is an analysis tool that provides a systematic way of looking at effects and the causes that create or contribute to those effects. Cause
Cause Detail
Detail
Detail
Detail
Result (Problem)
Cause
Cause
The value of the Fishbone Diagram is that it provides a method for categorizing the many potential causes of problems or issues in an orderly way and in identifying root causes 15 of 58
Five Why’s Five Why's refers to the practice of asking, five times, why the problem exists in order to get to the root cause of the problem Employee turnover rate has been increasing
Why?
Why?
Why?
Why?
Why?
Employees are leaving for other jobs
Employees are not satisfied
Employees feel that they are underpaid
Other employers are paying higher salaries
Demand for such employees has increased in the market
Process of Making an Argument
Premises Conclusion
Facts Claim to Prove
Deductive Reasoning Universal to Particular Reasoning from general tenets and premises to specific conclusions. With deductive reasoning, there CAN be certainty. Syllogisms follow this format: Major Premise (general truth about life/humans) Minor Premise (specific fact that falls under the truth) Conclusion (a conclusion that can be drawn about the specific fact based on the first generalization)
Deductive Syllogism Examples Correct Syllogism: Major Premise: All mammals are warm-blooded animals. Minor Premise: No lizards are warm-blooded animals. Conclusion: Therefore, no lizards are mammals. Correct Syllogism: Major Premise: All humans are mortal. Minor Premise: All Greeks are human. Conclusion: Therefore, all Greeks are mortal.
Descartes’ Syllogism (correct) Major Premise: Existence has be true if one is thinking. Minor Premise: I am thinking. Conclusion: I think, therefore, I am.
Inductive Reasoning
Particular to Universal Reasoning from sensory observation of specific facts/evidence to general conclusion With inductive reasoning, there can NEVER be certainty, because only ONE example can modify or refute the conclusion. Based on an accumulation of many facts (one fact = “x”): Observation of: xxxxxxxxxxxxxxxxxxxxxxxx Equals General Statement about X’s in future
Inductive Reasoning Examples
If I jump off the building, I will fall to the ground. (More specifically: Every time something with weight and mass is released from any height, it falls to the ground. Therefore, all things fall to the ground (law of gravity). Based on an evaluation and observation of multiple studies of adolescents who value peers more than parents, Judith Rich Harris concludes that peers matter more than parents in this age group. Whenever it snows or rains, it will eventually stop snowing or raining. So far all U.S. presidents have been male. Therefore, the next U.S. president will be male.
Creative Thinking Techniques
Brainstorming 1. 2. 3. 4. 5. 6.
One idea at a time Encourage wild ideas Go for quantity over quality Build on others ideas Defer Judgment Merging & Sorting
Metaphoring
Metaphoring 1. 2. 3. 4. 5.
Specify the problem Find a Metaphor that symbolizes the problem Solve the problem of the Metaphor Relate the solution of the metaphor to the problem Develop solution for the problem
Associative Thinking
Allow the mind to freely associate Externalize internal mental pictures into drawings, words, symbols, etc.
Mindmapping
Mindmapping
Mindmapping
Systemic Thinking
Gain deeper insights by surfacing the interaction patterns that underly, drive and govern them
CREATION Supplier of Goods and Services
Raw Materials
Bank or any Financier
CASH Owner or Stockholder
PROCREATION Other Materials / Other Goods & Services
CASH
Labor Services
Land, Building, Machinery, & Equipment (Fixed Assets)
MORE PROCREATION Raw Materials
Labor Services
Fixed Assets
Work-inProcess Inventory
Finished Goods Inventory
EXIT AND RE-ENTRY Finished Goods leave Enterprise
Cost of Goods Sold
Customer provides Enterprise
Sales / Revenue
PROFIT AND LOSS Finished Goods Cost of Goods Sold
CASH
Operating Expenses Non-Operating Expenses Sales / Revenue
Customer
BACK TO CASH
CASH
SALES
Accounts Receivable
PAYBACK TIME
SUPPLIERS pays
BANKS
OWNERS
pays
CASH
gives cash dividends
Another Production and Sales Cycle
FUNDS FLOW Raw Materials
Suppliers
Labor
CASH Banks
Work in Process
Land, Buildings, & Machinery
Finished Goods
Cost of Goods Sold Operating Expenses
Owners Accounts Receivable
Non-Operating Expenses
Sales
Customers
Buyer Decision Making Process
Integrative Thinking
The ability to put multiple dimensions of a broad issue together into a coherent and comprehensive whole.
M A R K E T
Market Segment 1 Market Segment 2 Market Segment 3
CUSTOMERS
similar needs
similar wants
Behavior: What he does ?
User
Decision Maker Buyer
Adviser
Psychographics: Why he does it? Attitudes
towards products and brands Core Values Aspirations Personality
Demographics: Who he is? Age Gender Social
class Occupation Reference Group
Geographics: Where he is? Residence Work Relax Shop Use
Behavior: What he does ? User
Decision Maker Buyer
Adviser
Segmentation
Demographic
Geographic
Behavior
Psychographic
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