Critical 01

Question 1

Bacon Metaphor

Answer 1

for it neither relies solely or chiefly on the powers of the mind, nor does it take the matter which it gathers from natural history and mechanical experiments and lay it up in the memory whole, as it finds it, but lays it up in the understanding altered and digested

Question 2

Strategic Vision

Answer 2

An ambitious image of a future state that is radically preferable to the current state, according to those who develop it.

Question 3

Strategic Vision

Answer 3

It is a box that becomes a reference for a company, and thus serves as a guide allowing each employee to approach work more effectively.

Question 4

The role of the CEO is to answer two big questions:

Answer 4

What is the next big thing?
When is the next big thing
Any CEO facing competition and uncertainty will go into this process
While going through this process, CEO choses a scenario, making simplification, which has a specific name:
Strategic Vision

Question 5

Thinking

Answer 5

Thinking is like an interaction between the world and yourself, with some rules
Using simplifications: DEDUCTION
Simplifying: INDUCTION

Question 6

Thinking 2

Answer 6

organizing facts, data, and observations from the world infront of you by introducing connecting links and then using this information

Question 7

A MENTAL MODEL (a box)

Answer 7

is a construction that exists in your mind, in which the reality in front of you is simplified in order to be apprehended in a useful way, according to a given objective. It is an abstraction from the present and, sometimes, a base to build the future

Question 8

Deduction

Answer 8

is a form of thinking involving the application of an existing box, such as a framework, to details observed in the world in front of you, testing the box’s capacity to interpret them

Question 9

Induction

Answer 9

is a form of thinking involving moving from fragmentary details (particulars) observed in the world in front of you to a connected view of a situation, a binding principle, which eventually forms a theory, a working hypothesis, a box.

Question 10

Formal Group

Answer 10

Defined by the organization’s structure with designated work assignments establishing tasks

Question 11

Informal Group

Answer 11

Alliances that are neither formally structured nor organizationally determined
Appear naturally in response to the need for social contact
Deeply affect behavior and performance

Question 12

Heuristics

Answer 12

Using “rules of thumb” to simplify decision making.

Question 13

Overconfidence Bias

Answer 13

Holding unrealistically positive views of one’s self and one’s performance.

Question 14

Immediate Gratification Bias

Answer 14

Choosing alternatives that offer immediate rewards and that to avoid immediate costs.

Question 15

Anchoring Effect

Answer 15

Fixating on initial information and ignoring subsequent information.

Question 16

Selective Perception Bias

Answer 16

Selecting organizing and interpreting events based on the decision maker’s biased perceptions.

Question 17

Confirmation Bias

Answer 17

Seeking out information that reaffirms past choices and discounting contradictory information.

Question 18

Framing Bias

Answer 18

Selecting and highlighting certain aspects of a situation while ignoring other aspects.

Question 19

Availability Bias

Answer 19

Losing decision-making objectivity by focusing on the most recent events.

Question 20

Representation Bias

Answer 20

Drawing analogies and seeing identical situations when none exist.

Question 21

Randomness Bias

Answer 21

Creating unfounded meaning out of random events.

Question 22

Sunk Costs Errors

Answer 22

Forgetting that current actions cannot influence past events and relate only to future consequences.

Question 23

Self-Serving Bias

Answer 23

Taking quick credit for successes and blaming outside factors for failures.

Question 24

Hindsight Bias

Answer 24

Mistakenly believing that an event could have been predicted once the actual outcome is known (after-the-fact).

Question 25

Critical thinkers use theories to explain how the mind works. Then they apply these theories to the way they live every day:

Answer 25

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Question 26

Ego

Answer 26

This is self-centered thinking and includes self-interested thinking and self-serving bias.

It is when it can be hard to see beyond how a particular issue or problem affects you personally

Question 27

Group think

Answer 27

This is group-centered thinking and is when we tend to want to conform to what others think and as a result we suffer from group bias.

Question 28

Assumptions

Answer 28

These are our beliefs that we hold to be true without sufficient evidence or justification for holding these ideas.

This also includes what we call stereotyping or thinking that because one person or idea is a certain way that all such people or ideas are the same…

Question 29

Wishful thinking

Answer 29

Believing that something is true simply because deep down we wish it were true.

Question 30

Relativism

Answer 30

The way we can dismiss an idea because the truth “is just a matter of opinion.”

This can be because the truth is different from what we “know” to be true or because the new truth is outside of our own experience or culture.

This can also be expressed as a fear of change.

Question 31

Poor communication

Answer 31

This is when you either are incapable or choose not to communicate with all key stakeholders who will be affected by a decision.

This likely means you don’t have all the information you could have to critically think ahead of making a good decisions

Question 32

So how do we avoid these pitfalls to critical thinking?

Answer 32

We start to consciously think about our own thinking habits.

We understand that we are thinking critically when we recognize emotional impulses, selfish motives, nefarious purposes, or other modes of self-deception.

That is when we recognize our own assumptions, prejudices, biases or point of view.