CRITICAL THINKING:
The Secrets to Successful
Problem-Solving &
Decision Making
Rebecca Staton-Reinstein, Ph.D.
President, Advantage Leadership, Inc.
1
National Council for Excellence
in Critical Thinking
Intellectually disciplined process of actively & skillfully:
• analyzing
• synthesizing and
• evaluating:
Information gathered from
• observation
• experience
• reflection
• reasoning or
• communication
As a guide to belief and action 2
Solve problems & make effective
decisions using critical thinkingPrioritize decisions for greatest effectiveness & efficiency
Challenge
assumptions
Make better
decisions on
limited data
Integrate consequences into decision making
Increase decision
accuracy
Minimize poor decisions
3
The significant
problems we face
cannot be solved
at the same level
of thinking we
were at when we
created them.
-- Albert Einstein
4
What decisions do you make?
What problems do you solve?
List 5 recent decisions or problems you solved
What types of decisions do you make or influence?
What types of problems do you solve or influence?
5
How do you make decisions?
How do you solve problems?
Your methodology or process
6
Challenge ALL:
Knowledge
Beliefs
Facts
Assumptions
Conventional Wisdom
7
ASK GREAT QUESTIONS TO ENGAGE
EXPLORATION
8
Organization’s Vision
Organization’s Mission
Department’s Mission
Team’s Mission
Decisions start at the top
Why is it important to know these things?9
Strategic Plan WHAT + Tactical Plan HOW
GOAL (High Level Results - Measurable) SMART
Objective (Concrete Results - Measurable)
Tactics Responsible
Person
Measurement Time
Frame
Status
HOW WHO What is
Success?
WHEN Where
are
we?
PLAN Guides Decisions
10
The Plan Is The Boss
511
The Plan Is The Boss
Decision Based
on Plan
Results: Root
Cause
What’s Important
Now
ACT –Don’t React
Lessons Learned
Re-Plan
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Does this move me
closer to
or further from
fulfilling the Mission
Strategic
Decision Making &
Problem Solving
13
The urgent
will ALWAYS
drive out the
Important...
IF you let it!
-- Rebecca
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What goes into solving a problem
or making a great decision?
What data available?
How will it affect...?
Who consulted?
Consequences...?
How quickly?
How critical?
Values/ROIs?
What else impacted?
15
Problem-Solving &
Decision-Making Tools
16
Strength
INTERNALAids for
Solutions
Weakness
INTERNALChallenges for
Solutions
Opportunity
EXTERNALSituations to
Leverage
Threat
EXTERNALRisks toMitigate
SWOT Analysis
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Strength
INTERNALAids for
Solutions
Weakness
INTERNALChallenges for
Solutions
Opportunity
EXTERNALSituations to
Leverage
SWOT Force Field Analysis
18
Brainstorm
Review
Review
Review 3 – 5 items
Multi-Voting
19
Comparison Matrix
Elements Impact
1 - 5
Importance
1 - 5
Level
ITEM 1
ITEM 2
ITEM 3
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Threat
EXTERNALRisks toMitigate
Weakness
INTERNALChallenges for
Solutions
RISK FACTORS
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Example:
What are project THREATS & RISKS?
Threats / Risks Impact
1 - 5
Likelihood
1 - 5
Level
ITEM 1 2 3 6
ITEM 2 5 3 15
ITEM 3 4 4 16
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Weighted Comparison Matrix
Criteria
CompareA
(weight)
1 - 5
B(weight)
1 - 5
C(weight)
1 - 5
TotalADD Cells
Row by Row
Item 1 Match X
Weight
Match X
Weight
Match X
WeightSum
Item 2 Match X
Weight
Match X
Weight
Match X
WeightSum
Item 3 Match X
Weight
Match X
Weight
Match X
WeightSum
Weight = Importance (1 – 5) Match = Closeness to Criterion (1 - 5)
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Weighted Comparison MatrixCriteria
CompareA
(weight)
5
B(weight)
4
C(weight)
3
TotalADD Cells
Row by Row
Vendor
12 X 5 =
10
5 X 4 =
20
3 X 3 =
939
Vendor
24 X 5 =
20
5 X 4 =
20
4 X 3 =
1252
Vendor
31 X 5 =
5
2 X 4 =
8
4 X 3 =
1225
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Forced Choice Matrix
Item A Item B Item C Item D Item E
Item A A or B?
1 - 5
A or C?
1 - 5
A or D?
1 - 5
A or E?
1 - 5
Item B B or C?
1 - 5
B or D?
1 - 5
B or E?
1 - 5
Item C C or D?
1 - 5
C or E?
1 - 5
Item D D or E?
1 - 5
Item E
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Forced Choice Matrix
Item A Item B Item C Item D Item E
Item A B
3
A
2
A
5
E
1
Item B B
4
D
2
B
3
Item C D
4
E
1
Item D D
3
Item E
Item A = 7
Item B = 10
Item C = 0
Item D = 9
Item E = 2
PRIORITY: B; D; A; E; C
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CLARITY DECISION MAKING & PROBLEM SOLVING
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Constraints: Provided we can...
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ASSUMPTIONS: Hidden & Otherwise
30
Success Factors:
How will we measure success? 31
Solutions:
Must address all Constraints
32
CLARITY DECISION MAKING & PROBLEM SOLVING
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Improving Decision Making
Track Results
Analyze Lessons Learned
Find Root Causes
Plan to Improve
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Knowledge must
come through
Action
-- Sophocles
Σοφοκλῆς36
Review your experience
• How do you solve problems?
• How do you make decisions?
Decide how to improve
• Look for trends & pitfalls
• Make a plan, use new tools, track progress
Focus on continuous improvement
• Practice critical thinking
• Question everything!
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Resources:
The Right Decision Every Time: How to Reach Perfect
Clarity on Tough Decisions , Luda Kopeikina, Prentice
Hall, 2005
SWITCH: How to Change Things When Change is
Hard. Chip & Dan Heath, Broadway Books, 2010
Strengths Finder 2.0. Tom Rath, Gallup Press, 2007
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