Patricia Benner;1 Ronda G.
Interpretation Evaluation of arguments Professionals with high scores in these sub-tests are able to identify and examine the assumptions, influences and biases that might sway them.
They stand back from the fray and strategically assess the strengths and weaknesses of alternative solutions, conclusions or approaches to problems. They make business decisions that answer the right questions, solve the right problems, mitigate risk and improve productivity.
They also lead from a position of strength, being able to motivate and move people both inspirationally and intellectually by providing solid reasons for actions.
Whether they lead teams, departments or entire enterprises, leaders who apply the skills of critical thinking to their roles perform at a higher level and offer their organisations a distinct competitive advantage.
Critical thinkers think differently about their impact on the organisation - understanding how their decisions and actions influence business both inside and outside their narrow functional silos. These leaders are able to balance department or team issues with broader company issues and embrace a larger responsibility for the success of the organisation.
This keen sense of accountability is what enables them to execute for results now while fulfilling their obligations to positively impact the future.
Leaders who engage in critical thinking also understand the total organisation and how the individual parts work together. Now more than ever, business acumen is foundational to effective leadership.
It is impossible to apply critical thinking skills to the business of making money without an understanding of the business drivers that connect day-to-day decisions and actions to key financial and strategic performance goals of the organisation.
It is one thing to understand one's role as a leader. It is altogether another thing to understand how to set direction and directly affect the outcomes. Critical thinking is big-picture thinking too.
As Hagemann describes it, "Leaders need to be able to comfortably climb to the 30,foot view and analyse a dynamic system, while simultaneously and adeptly analysing information to quickly make decisions across levels. They recognise the difference between short-term gains and sustainable, long-term results and lead accordingly.
The advantages of this kind of leadership behavior are readily apparent. Critical thinking enables leaders at every level to understand the impact of their decisions on the business as a whole and ensures both alignment with organisational goals and accountability for results.
And this disconnect is likely to intensify over time. Given the critical-thinking competency gap exposed by the EDA survey and other research, the obvious assumption is that the traditional development process that businesses have relied upon in the past to prepare leaders simply hasn't kept up.
So, what's the solution? To accelerate development and raise leadership accountability to a whole new level of awareness and action, there needs to be a new emphasis on critical thinking in leadership development.
According to Halpern, "There is a large body of evidence showing that people can learn to think better. Of course, education makes us all more intelligent, but critical thinking is more focused.
Everyone can learn to recognise and use the skills of critical thinking, and we can always get better. The challenge today is not to discard what has been learned in the past, but to build upon traditional competencies with a whole new and more complex set of skills, tools and sensitivities.
Leaders in the new normal need to learn how to be discerning, how to think clearly and wisely, and how to be accountable for their impact on the business.Critical Managerial Skills with Total Quality Management Quailty is the key to competitive advantage in today 's business environment.
As more organizations started to apply Total Quality Management (TQM) procedures, the managerial skills necessary to follow such procedures become more crucial. Critical thinking and research Definition. Critical thinking is a core competency for evidence based general practice 1 and an essential precursor to research.
It is also essential for evaluating and understanding the implications of research for clinical practice. Awarded by City & Guilds. Mark sheet – Critical thinking and research skills in leadership and management.
Version (February )1. Given the critical-thinking competency gap exposed by the EDA survey and other research, the obvious assumption is that the traditional development process that businesses have relied upon in the past to prepare leaders simply hasn't kept up.
Critical thinking involves the evaluation of sources such as data, facts, observable phenomenon, and research findings.
Good critical thinkers can draw reasonable conclusions from a set of information and discriminate between useful and less useful details to solve a problem or make a decision. The importance of critical thinking skills in research is therefore huge, without which researchers may even lack the confidence to challenge their own assumptions.
A Misunderstood Skill Critical thinking is widely recognized as a core competency and as a precursor to research.