Discuss about the Identification Of The Vital For Me, And Usage Of The Reflect Tool.
In the corporate environment, the decisions are sometimes taken in haste due to the sudden market changes, corporate performances and corporate profits. With respect to the today’s work environment, the decision making has been good for the purpose of good management. Critical thinking is the ability of a manager to construct the rational bases, examine the arguments and accept the general beliefs. A manager with good skills and knowledge will never distinguish between the decision making and critical thinking (Daellenbach, McNickle and Dye 2012). This study is based on the identification of the 2 significant concepts that are vital for me, and also includes the usage of the reflect tool and comment on what I have learnt.
The week 1 deals with the basic definition of critical thinking and the 2 important concepts that are taught in this week are the syllogism and thinking deeper.
A syllogism can be described as a reasoning and it involves drawing a conclusion from assumed or given proposition. Syllogism emphasizes more on the deductive reasoning than the inductive reasoning. Deductive reasoning is a form of reason which involves a logical process and the conclusion is drawn is based on the different types of the premises which are generally considered to be true. Deductive is also called a top-down logic approach. Where another reasoning type is called inductive reasoning and is also called a bottom-up logic. The main difference that lies between the two is that the deductive reasoning starts from general premises and ends to a specific conclusion, whereas the inductive reasoning starts from a specific premise and ends to a general conclusion (Lunn 2013).
Deep thinking is a vital ingredient for every single learning experience and it leads to new ways to unravel the complexities that are associated with an issue. Deep thinking is a process through which a manager can increase the number of the useful thoughts and the valuable thoughts. The quantity of the valuable thoughts has a direct impact on the valuable actions taken (Fiorini 2016).
The two vital concepts that will be emphasized are the prospect theory and anticipatory thinking.
Prospect theory can be defined as an important theory in decision making which involves the risks. Prospect theory includes the 3 different types of biases when a decision is made. The decision-making process involves the loss of aversion, isolation effect and certainty. Certainty involves the stage when people try to overweigh the options which are certain and averse the risk for the purpose of gains. Isolation effect denotes the tendency of the people to act on the information that differs and stands out form the rest. Loss of aversion is a situation where the people prefer to avoid the losses in order to acquire the equivalent gains (Kahneman and Tversky 2013).
Anticipatory thinking can be defined as a macro-cognitive function which involves the teams and the individuals. It also involves recognition and preparation of the difficult challenges and situations. Such situations may not be understood presently but it is understood when encountered later. It is a form of a retrospective process and it involves the diagnosing problems and explaining events (Rieckmann 2012).
The two significant concepts from the week 3 are the persuasion and triangular thinking or triangulating.
Persuasion is a term which falls under the broad term of influence. Persuasion can be said an attempt which is used to influence behaviour, motivations, intentions, attitudes and beliefs. From the managerial perspective, the process of persuasion is aimed at changing the behaviour or attitude of a person with respect to a particular event, object or idea (Mai and Hoffmann 2014).
Triangulation or triangular thinking is a way through which a solution is found through the help of indirect predictions and indirect measurements. It is a manipulative technique that employs one person to use another person to communicate with another person. The triangular thinking incorporates thinking from the different perspectives and also taking into account the different directions so that remarkable actions are made. The triangular thinking also incorporates the creative thinking, positive thinking and big thinking (Livingstone 2014).
The two main concepts from week 4 study that will be emphasized are the self-awareness and self-analysis.
Self-awareness is the core of the leadership and it includes the knowing himself or herself. Self-awareness is knowing one’s attitudes (opinions), feelings (emotions), motives (purposes), desires (needs), strengths (weaknesses). Knowing oneself also involves gaining knowledge of one’s own personality traits, personal values, habits, emotions, psychological needs. To gain self-awareness it is important to seek feedback from others, admitting the mistakes, being introspective, taking the self-scored profiling tests (Vago and David 2012).
Self-analysis is an analysis of oneself and gaining knowledge oneself. The self-analysis includes the analysis of oneself where one excels. There several areas where a person can face difficulty, kinds of events and people that a person dislikes or likes the most. Nature or the extent a person is open to the other person (Horney 2013).
The concepts that are emphasized from the week 5 are the out of the box thinking and impossible thinking.
Out of the box, thinking can be described as a type of thinking that is beyond the usual boundaries but it leads to normal conclusions. Out of the box deals with the situations that are extraordinary and thus demands an unusual type of thinking which will lead to usual results (Rossi et al. 2016).
Impossible thinking is a type of thinking that aims to accomplish the impossible. This type of thinking also emphasizes on putting aside the preconceived ideas and the inability to think of what cannot be done (Schick and Vaughn 2014).
The week 6 concepts are based on the understanding need and risk evaluation.
Risk evaluation is the evaluation and quantification of the risk. Evaluation of the risk is of 2 types: upside risk and downside risk. Upside risk is the risk of something good not happening and downside risk is the risk of something bad happening (Liu, Liu and Liu 2013).
Understanding the need is understanding the need for a decision and the same knowledge can lead to better decision making. The need can be time dependent and can be based on the grounds upon which the decision is made (Maarop and Win 2012).
From the reflection tool, I came to know a lot about myself. The understanding regarding myself are as follows:
The course has helped me a lot in gaining an insight into the decision making and critical thinking. The lecture notes provided by the tutors over the 6 weeks helped me to gain knowledge of the different concepts with respect to the thinking perspectives of managers. It is important to note that the coursework is well structured and it incorporates the various critical thinking which is related to the management and the managerial decision making. The decision-making process also includes the different types of thinking that will help me and guide me in my work. Especially the self-reflect tool acts as my reflection and this has helped me to gain an insight into my own self. The reflection tool has helped me to gain knowledge of how will I behave when I will be into a managerial position in future.
Conclusion
From the above study, it can be concluded that the critical thinking and managerial decision making is a suitable course which can give an insight into the managerial decision making. The perspectives of a manager and the critical thinking associated with a critical situation are well understood during. the reflection tool can be considered as a highly informative tool which is able to provide a picture of a person which is similar to self-analysis.
References
Daellenbach, H., McNickle, D. and Dye, S., 2012. Management science: decision-making through systems thinking. Palgrave Macmillan.
Fiorini, R.A., 2016. New CICT Framework for Deep Learning and Deep Thinking Application. International Journal of Software Science and Computational Intelligence (IJSSCI), 8(2), pp.1-20.
Horney, K., 2013. Self-analysis (Vol. 18). Routledge.
Kahneman, D. and Tversky, A., 2013. Prospect theory: An analysis of decision under risk. In Handbook of the fundamentals of financial decision making: Part I (pp. 99-127).
Liu, H.C., Liu, L. and Liu, N., 2013. Risk evaluation approaches in failure mode and effects analysis: A literature review. Expert systems with applications, 40(2), pp.828-838.
Livingstone, S., 2014. Kanonizing Katz| Elihu Katz’s Commitments, Disciplinary and Legacy: Or,‘Triangular Thinking’. International Journal of Communication, 8, p.8.
Lunn, P.D., 2013. The role of decision-making biases in Ireland’s banking crisis. Irish Political Studies, 28(4), pp.563-590.
Maarop, N. and Win, K.T., 2012. Understanding the Need of health care providers for teleconsultation and technological attributes in relation to the acceptance of teleconsultation in Malaysia: A mixed methods study. Journal of medical systems, 36(5), pp.2881-2892.
Mai, R. and Hoffmann, S., 2014. Accents in business communication: An integrative model and propositions for future research. Journal of Consumer Psychology, 24(1), pp.137-158.
Rieckmann, M., 2012. Future-oriented higher education: Which key competencies should be fostered through university teaching and learning?. Futures, 44(2), pp.127-135.
Rossi, F.M., Cohen, S., Caperchione, E. and Brusca, I., 2016. Harmonizing public sector accounting in Europe: thinking out of the box. Public Money & Management, 36(3), pp.189-196.
Schick Jr, T. and Vaughn, L., 2014. How to think about weird things: Critical thinking for a new age. McGraw-Hill.
Vago, D.R. and David, S.A., 2012. Self-awareness, self-regulation, and self-transcendence (S-ART): a framework for understanding the neurobiological mechanisms of mindfulness. Frontiers in human neuroscience, 6, p.296.
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