السبت، 18 يونيو 2016

Our Concept and Definition of Critical Thinking

Why Critical Thinking?
The Problem 
Everyone thinks. It is our nature to do so. But much of our thinking, left to itself, is biased, distorted, partial, uninformed, or downright prejudiced. Yet, the quality of our life and that of what we produce, make, or build depends precisely on the quality of our thought. Shoddy thinking is costly, both in money and in quality of life. Excellence in thought, however, must be systematically cultivated. 


A Definition 
Critical thinking is that mode of thinking — about any subject, content, or problem — in which the thinker improves the quality of his or her thinking by skillfully analyzing, assessing, and reconstructing it. Critical thinking is self-directed, self-disciplined, self-monitored, and self-corrective thinking. It presupposes assent to rigorous standards of excellence and mindful command of their use. It entails effective communication and problem-solving abilities, as well as a commitment to overcome our native egocentrism and sociocentrism.

To Analyze Thinking 
Identify its purpose, and question at issue, as well as its information, inferences(s), assumptions, implications, main concept(s), and point of view.

To Assess Thinking 
Check it for clarity, accuracy, precision, relevance, depth, breadth, significance, logic, and fairness.

The Result 
A well-cultivated critical thinker:
  • Raises vital questions and problems, formulating them clearly and precisely
  • Gathers and assesses relevant information, using abstract ideas to interpret it effectively
  • Comes to well-reasoned conclusions and solutions, testing them against relevant criteria and standards
  • Thinks openmindedly within alternative systems of thought, recognizing and assessing, as needs be, their assumptions, implications, and practical consequences
  • Communicates effectively with others in figuring out solutions to complex problems


The Etymology & Dictionary Definition of "Critical Thinking"

The concept of critical thinking we adhere to reflects a concept embedded not only in a core body of research over the last 30 to 50 years but also derived from roots in ancient Greek. The word ’’critical’’ derives etymologically from two Greek roots: "kriticos" (meaning discerning judgment) and "kriterion" (meaning standards). Etymologically, then, the word implies the development of "discerning judgment based on standards."
In Webster’s New World Dictionary, the relevant entry reads "characterized by careful analysis and judgment" and is followed by the gloss, "critical — in its strictest sense — implies an attempt at objective judgment so as to determine both merits and faults." Applied to thinking, then, we might provisionally define critical thinking as thinking that explicitly aims at well-founded judgment and hence utilizes appropriate evaluative standards in the attempt to determine the true worth, merit, or value of something.
The tradition of research into critical thinking reflects the common perception that human thinking left to itself often gravitates toward prejudice, over-generalization, common fallacies, self-deception, rigidity, and narrowness.
The critical thinking tradition seeks ways of understanding the mind and then training the intellect so that such "errors", "blunders", and "distortions" of thought are minimized. It assumes that the capacity of humans for good reasoning can be nurtured and developed by an educational process aimed directly at that end.
The history of critical thinking documents the development of this insight in a variety of subject matter domains and in a variety of social situations. Each major dimension of critical thinking has been carved out in intellectual debate and dispute through 2400 years of intellectual history.
That history allows us to distinguish two contradictory intellectual tendencies: a tendency on the part of the large majority to uncritically accept whatever was presently believed as more or less eternal truth and a conflicting tendency on the part of a small minority — those who thought critically — to systematically question what was commonly accepted and seek, as a result, to establish sounder, more reflective criteria and standards for judging what it does and does not make sense to accept as true.
Our basic concept of critical thinking is, at root, simple. We could define it as the art of taking charge of your own mind. Its value is also at root simple: if we can take charge of our own minds, we can take charge of our lives; we can improve them, bringing them under our self command and direction. Of course, this requires that we learn self-discipline and the art of self-examination. This involves becoming interested in how our minds work, how we can monitor, fine tune, and modify their operations for the better. It involves getting into the habit of reflectively examining our impulsive and accustomed ways of thinking and acting in every dimension of our lives.
All that we do, we do on the basis of some motivations or reasons. But we rarely examine our motivations to see if they make sense. We rarely scrutinize our reasons critically to see if they are rationally justified. As consumers we sometimes buy things impulsively and uncritically, without stopping to determine whether we really need what we are inclined to buy or whether we can afford it or whether it’s good for our health or whether the price is competitive. As parents we often respond to our children impulsively and uncritically, without stopping to determine whether our actions are consistent with how we want to act as parents or whether we are contributing to their self esteem or whether we are discouraging them from thinking or from taking responsibility for their own behavior.
As citizens, too often we vote impulsively and uncritically, without taking the time to familiarize ourselves with the relevant issues and positions, without thinking about the long-run implications of what is being proposed, without paying attention to how politicians manipulate us by flattery or vague and empty promises. As friends, too often we become the victims of our own infantile needs, "getting involved" with people who bring out the worst in us or who stimulate us to act in ways that we have been trying to change. As husbands or wives, too often we think only of our own desires and points of view, uncritically ignoring the needs and perspectives of our mates, assuming that what we want and what we think is clearly justified and true, and that when they disagree with us they are being unreasonable and unfair.
As patients, too often we allow ourselves to become passive and uncritical in our health care, not establishing good habits of eating and exercise, not questioning what our doctor says, not designing or following good plans for our own wellness. As teachers, too often we allow ourselves to uncritically teach as we have been taught, giving assignments that students can mindlessly do, inadvertently discouraging their initiative and independence, missing opportunities to cultivate their self-discipline and thoughtfulness.
It is quite possible and, unfortunately, quite "natural" to live an unexamined life; to live in a more or less automated, uncritical way. It is possible to live, in other words, without really taking charge of the persons we are becoming; without developing or acting upon the skills and insights we are capable of. However, if we allow ourselves to become unreflective persons — or rather, to the extent that we do — we are likely to do injury to ourselves and others, and to miss many opportunities to make our own lives, and the lives of others, fuller, happier, and more productive.
On this view, as you can see, critical thinking is an eminently practical goal and value. It is focused on an ancient Greek ideal of "living an examined life". It is based on the skills, the insights, and the values essential to that end. It is a way of going about living and learning that empowers us and our students in quite practical ways. When taken seriously, it can transform every dimension of school life: how we formulate and promulgate rules; how we relate to our students; how we encourage them to relate to each other; how we cultivate their reading, writing, speaking, and listening; what we model for them in and outside the classroom, and how we do each of these things.
Of course, we are likely to make critical thinking a basic value in school only insofar as we make it a basic value in our own lives. Therefore, to become adept at teaching so as to foster critical thinking, we must become committed to thinking critically and reflectively about our own lives and the lives of those around us. We must become active, daily, practitioners of critical thought. We must regularly model for our students what it is to reflectively examine, critically assess, and effectively improve the way we live.
Critical thinking is that mode of thinking — about any subject, content, or problem — in which the thinker improves the quality of his or her thinking by skillfully analyzing, assessing, and reconstructing it. Critical thinking is self-directed, self-disciplined, self-monitored, and self-corrective thinking. It presupposes assent to rigorous standards of excellence and mindful command of their use. It entails effective communication and problem-solving abilities, as well as a commitment to overcome our native egocentrism and sociocentrism.
 


Critical thinking is self-guided, self-disciplined thinking which attempts to reason at the highest level of quality in a fair-minded way. People who think critically consistently attempt to live rationally, reasonably, empathically. They are keenly aware of the inherently flawed nature of human thinking when left unchecked. They strive to diminish the power of their egocentric and sociocentric tendencies. They use the intellectual tools that critical thinking offers – concepts and principles that enable them to analyze, assess, and improve thinking. They work diligently to develop the intellectual virtues of intellectual integrity, intellectual humility, intellectual civility, intellectual empathy, intellectual sense of justice and confidence in reason. 

They realize that no matter how skilled they are as thinkers, they can always improve their reasoning abilities and they will always at times fall prey to mistakes in reasoning, human irrationality, prejudices, biases, distortions, uncritically accepted social rules and taboos, self-interest, and vested interest. They strive to improve the world in whatever ways they can and contribute to a more rational, civilized society. At the same time, they recognize the complexities often inherent in doing so.  

They strive never to think simplistically about complicated issues and always consider the rights and needs of relevant others. They recognize the complexities in developing as thinkers, and commit themselves to life-long practice toward self-improvement. They embody the Socratic principle: The unexamined life is not worth living, because they realize that many unexamined lives together result in an uncritical, unjust, dangerous world. 

~ Linda Elder, September 2007 

A Brief History of the Idea of Critical Thinking

A Brief History of the Idea of Critical Thinking

The intellectual roots of critical thinking are as ancient as its etymology, traceable, ultimately, to the teaching practice and vision of Socrates 2,500 years ago who discovered by a method of probing questioning that people could not rationally justify their confident claims to knowledge. Confused meanings, inadequate evidence, or self-contradictory beliefs often lurked beneath smooth but largely empty rhetoric. Socrates established the fact that one cannot depend upon those in "authority" to have sound knowledge and insight. He demonstrated that persons may have power and high position and yet be deeply confused and irrational. He established the importance of asking deep questions that probe profoundly into thinking before we accept ideas as worthy of belief.

He established the importance of seeking evidence, closely examining reasoning and assumptions, analyzing basic concepts, and tracing out implications not only of what is said but of what is done as well. His method of questioning is now known as "Socratic Questioning" and is the best known critical thinking teaching strategy. In his mode of questioning, Socrates highlighted the need in thinking for clarity and logical consistency.

السبت، 15 ديسمبر 2012

الجمعة، 7 ديسمبر 2012



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Motivating Your Staff In A Time Of Change 01 — Document Transcript

  • 1. Motivating your Staff in a Time of Change DEFINITION: The Heart of motivation is to give people what they really want most from work, the more you able to provide what they want; the more you should expect what you really want, namely, productively, quality and service. ADVANTAGES OF MOTIVATING PEOPLE: With a positive motivation philosophy and practice in place, productivity quality and service should improve because motivation helps people towards • Achieving goals • Gaining a positive perspective • Creating the power to change • Building Self-esteem and capability • Managing their development and helping others DIS-ADVANTAGES OF MOTIVATING PEOPLE: Barriers may include unaware or absent managers, inadequate buildings, out of date equipment and entrenched attitudes such as:- • ‘we don’t get paid any extra to work harder’ • ‘we’ve always done it this way in the past’ • ‘our bosses don’t have a clue what we do’ • ‘it doesn’t say that in my job description’ • ‘I’ll get away with as little as possible without getting the sack’Such views will take persuasion, perseverance and the proof of experience to break down. ACTION CHECK-LIST 1- What motivates You? Determine what factors are important to you in your working life and how they interact. What has motivated you and demotivated you in the past? What motivates your family and friends? Is money really a powerful motivator? Real responsibility, positive support when things go wrong, satisfying a need of meaning, belonging and developing can all be equally, or even more, important.
  • 2. Understand the differences between real, longer-term motivators and short-term spurs. If you do not find a new tea machine in the canteen, holiday entitlements or even private health care a motivator then perhaps your people won’t either. 2- Walk the job Every day, find someone doing something well and tell them so. Make sure the interest you show is genuine without going overboard or appearing to watch over shoulders. If you have ideas as to how their work could be improved, don’t shout it out, rather help them to find their way instead. Earn respect by setting an example; it is not necessary to be able do everything better than your staff. Make it clear what levels of support employees may expect. 3- Remove De-motivators Identify factors that demotivating staff they may be physical (buildings, equipment), foredoom, unfairness, barriers to promotion, lack of recognition, or any number of things. Some of them can be dealt with quickly and easily, others require more planning and time to work through. The fact that you are concerned to find out what is wrong and do something about it, is, in, itself, motivating. 4- Demonstrate Support Whether your working culture is one which penalizes error and clamps down on mistakes or one which has a more tolerant view-espousing mistake as learning opportunities, your staff will need to understand the kind and levels of support they may expect. They will need to know to what extent they can bend rules or use initiative to step outside well-trodden pastures and yet receive the support they will need. Support is often the hurdle at which motivation practice and the relationships being built can falter. 5- Be wary of cash incentives Many will say that they are working for money; they will claim in conversation that their fringe benefits are an incentive. Money actually comes low down in the list of motivators (and doesn’t motivate for long after a pay rise). Fringe benefits can be effective in attracting new employees but rarely motivate them to use, their potential more effectively. 6- Find out what people want most from their jobs People may want more status, more pay, better working conditions, and a choice of fringe benefits. But find out in performance appraisals, attitude surveys and informally, what motivates them by asking them what they want most from their jobs.
  • 3. Do people want, for example:- • More interesting work? • To work for efficient bosses? • To seen the end result of their work? • Greater participation? • Greater recognition? • More opportunities for development? 7- Evaluate your present approaches Having listened to staff, take steps to alter present policies and attitudes, consulting fully with staff and unions. Consider policies which affect flexible working, reward, promotion, training and development, and participation. 8- Manage change Adopting policies is one thing, implementing them quite another. If poor motivation is entrenched, this may suggest that the whole style of management needs to be looked at. One of most natural of human instincts is to resist change even when it is for their benefit. The way change is introduced can often be the key to success or failure through its own power to motivate. If you:- • Tell –instruct of deliver a monologue-this takes no account of your staff’s hopes, fears or expectations • Tell and Sell – try to persuade people –your overpowering reasons • Consult – it will still become obvious if you have made your mind any way. • Look for real participation, sharing the problem-solving and decision-making with those who are to implement the Change, you can begin to expect commitment and ownership along with the adaptation and compromise that will occur naturally. 9- Understand learning preferences Change involves learning. People rarely learn best by reading a book or following a course; they learn by practice and experience. Think back to how you learned to ride a bicycle, or to swim.
  • 4. Some people prefer to try things out first and reflect afterwards, while others find it useful to read and reflect before practicing. Honey and Mumford distinguish four basic styles of learning:- • Activists – like to get involve in new experiences, problems or opportunities and are not too happy standing back, observing and being impartial • Theorists – are comfortable with concepts and theory and don’t like being thrown in at the deep end without apparent purpose or reason • Reflectors – like to take their time and think things through; they don’t like being pressured into rushing from one thing to another • Pragmatists – need a link between the subject matter and the job in hand and learn best when they can test things out. As we learn with different styles, preferences and mixes of approach, your people will respond best to stimuli and suggestions which take account of the way they do thing best. Trying to develop people against the grain will usually only succeed in demotivating. 10-Provide feedback Feedback is one of the most valuable elements in the motivation cycle. Don’t keep staff guessing how their developments, progress and accomplishments are shaping up. Offer comments with accuracy and care in consideration of the nest steps or future targets. Does and Don’ts for motivating staff Do . . . . • Recognize that you don’t have all the answers • Take time to filled out what makes others tick and show genuine care • Lead, encourage and guide, staff, don’t force them • Tell your staff what you think Don’t . . . . • Make assumptions about what drives others • Assume others are like you • Force people into things that are ‘good for them’ • Delegate work instead delegate responsibility
  • 5. • Neglect the need for inspiration and excitement Thought starters • People don’t mind being in a rocking boat so much if they know where it is going and it is somewhere they want to go • Staff wants a sense of direction, not directiveness. • Your moral infects others whether you like it or not • Trust your staff to perform 25% better than you expect of them
THEORIES OF MOTVATION

A Closer Look at Some Important Theories of Motivation


Motivation is the force that initiates, guides and maintains goal-oriented behaviors. It is what causes us to take action, whether to grab a snack to reduce hunger or enroll in college to earn a degree. The forces that lie beneath motivation can be biological, social, emotional or cognitive in nature.
Researchers have developed a number of different theories to explain motivation. Each individual theory tends to be rather limited in scope. However, by looking at the key ideas behind each theory, you can gain a better understanding of motivation as a whole.

Instinct Theory of Motivation

According to instinct theories, people are motivated to behave in certain ways because they are evolutionarily programmed to do so. An example of this in the animal world is seasonal migration. These animals do not learn to do this, it is instead an inborn pattern of behavior.
William James created a list of human instincts that included such things as attachment, play, shame, anger, fear, shyness, modesty and love. The main problem with this theory is that it did not really explain behavior, it just described it. By the 1920s, instinct theories were pushed aside in favor of other motivational theories, but contemporary evolutionary psychologists still study the influence of genetics and heredity on human behavior

الخميس، 6 ديسمبر 2012

PRESENT YOUR PROFESSIONAL


Everything you do and say creates an image. You always want to present yourself with professionalism. This includes everything from your appearance to how you speak and how you shake hands. It’s always best to play it safe and follow formal business etiquette. Though things have relaxed quite a bit in most professional environments, formality is never viewed as unprofessional. When attempting to sell yourself, it can be a big added bonus.
Be Positive
Show positivity in your interactions with others. Smile, show interest and be enthusiastic. Don’t complain, engage in gossip or negative conversation. Keeping yourself upbeat will draw people to you.
Selling yourself is all about showing others who you are. The trick is to present yourself in the best possible light