|
Are you merely thinking or thinking critically? While many
people freely use the term critical thinking to describe their
personal intellectual scope, critical thinking is, in fact, a quest
with complex challenges, that can only truly be achieved through
knowledge, experience, exposure, reflection and having an open-mind.
 This discussion is intended to inspire you to reflect on the
strengths and weaknesses of your thinking strategies and improve
them as you seek to resolve everyday challenges in your personal and
professional endeavors. Effectively, let's fine tune your
decision-making process to ensure that you capture the right
information at the right time and from the right sources to either
predict or influence reasonable and reliable outcomes.
Critical thinking involves reflecting on the manner in which you
think and making a conscious effort to refine those thoughts in
order to produce well-informed decisions. To think critically, we
must acknowledge the biases that we naturally embody and consider
how these prejudices impact our perceptions, and therefore, actions
and thought process. Only then can we adequately evaluate our
thinking and appropriately process information. Additionally, we
must question the facts and assumptions surrounding the problem at
hand and maintain fair-mindedness in doing so. The application of
critical thinking promotes awareness and enriches one's perception
as it requires us to thoroughly examine the concept or question
before us.
According to Linda Elder, President of the
Foundation for Critical Thinking and Executive Director of the
Center for Critical Thinking, “[Critical thinking] requires rigorous
standards of excellence and mindful command of their use. It entails
effective communication and problem solving abilities and a
commitment to overcoming native egocentrism and sociocentrism.” As
we tackle complex problems and seek to answer difficult questions,
critical thinking exists to improve decision-making and mitigate
hindrances in the manner we evaluate information. Limitations in our
core thought process directly impact how we arrive at conclusions
and is often the basis for flawed reasoning, illegitimate arguments,
and poor decisions.
Operating in a deadline-driven
environment, Department of Defense professionals are challenged
daily to engage, sometimes simultaneously, in various multifaceted
problems and analyze possible solutions on behalf of senior
leadership. Elder's research allows her to make an interesting
observation, “much of our thinking, left to itself, is biased,
distorted, partial, uninformed or down-right prejudiced.” This is
partially due to the fact that we naturally approach problems and
respond to situations through our individual frame of reference.
Consequently, we may not interpret information objectively. What's
more, research shows that we have a tendency to make conclusions
about information in accordance with our own self-interest. Consider
the following excerpt from Richard Paul and Elder's Critical
Thinking: Concepts and Tools guide:
“We do not naturally
appreciate the point of view of others nor the limitations in our
own point of view... As humans we live with the unrealistic but
confident sense that we have figured out the way things actually
are, and that we have done this objectively. We naturally believe in
intuitive perceptions – however inaccurate. Instead of using
intellectual standards in thinking, we often use self-centered
psychological standards to determine what to believe and what to
reject.”
“So what?” you may be thinking. “The way I've always
done things has gotten me this far.” Or perhaps you may be asking,
“As a Department of Defense employee, how can I possibly apply
critical thinking to my work environment? My response to any task
I'm given is limited by declining resources, the burden of
bureaucracy and well-developed cultures that resist change.” Well,
I'm glad you asked!
The very boundaries in which we perform
our duties provide excellent opportunities to apply critical
thinking. You may discover upon conscious reflection that your
thinking is constrained, perhaps influenced by biases that become
entrenched when faced with shrinking fiscal and personnel resources.
Let's take a look at one example. As Department of the Army force
managers, consider our role in the development of capabilities-based
doctrine, organization, training, materiel, leadership and
education, personnel, facilities and policy (DOTMLPF-P) warfighting
requirement. Myriad functions exist within complex processes and
systems which require force managers to perform functional analyses,
studies and experiments to determine the development of DOTMLPF-P
capabilities for the future force. In doing so, we must consider the
facts before us, historical and current data, competing
alternatives, personal experience and observation and the operating
environment as influenced by the President, Congress, DoD and the
Army among further dynamics. All of which aspects rely on the
application of sound critical thinking.
In closing, we all
have a responsibility to remove limitations in our critical thinking
strategies and facilitate good judgment – whether you are a member
of the Army's Senior Executive Service, an action officer in a field
office, have four stars on each shoulder, or provide administrative
support to a small team. We have an opportunity to not be bound in
our thinking, yet consciously apply depth, clarity, breadth and
logic. In becoming effective stewards of our profession, we should
strive to evaluate data and make decisions derived from information
founded in such disciplined thinking.
References: Elder,
Linda and Richard Paul, The Miniature Guide to Critical Thinking
Concepts and Tools, Foundation for Critical Thinking Press, 2008.
By Angela Millender
DOD, Legislative Analyst, Programs
Division, Office of the Chief, Legislative Liaison
U.S. Army Career Program
Provided
through DVIDS
Copyright 2016
Comment on this article |
