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Critical, Analytical + Creative Thinking and Reasoning: Differences between Conventional and Creative Problem Solving
- Learning to Think More 'Intelligently', Competently and Confidently
Success of an organization and its leaders typically rest upon how managers and staff understand the psychological influences and process of thinking, an “out of the box” kind of thinking that they make. Since it is crucially evident that the employees are a very important dimension in the success of an organization, the challenge is to turn them from “clock watchers” to critical and creative workforce which can give the organization a competitive edge.
Success of an organization and its leaders typically rest upon how managers and staff understand the psychological influences and process of thinking, an “out of the box” kind of thinking that they make. Since it is crucially evident that the employees are a very important dimension in the success of an organization, the challenge is to turn them from “clock watchers” to critical and creative workforce which can give the organization a competitive edge.
Objective
- Understand critical, analytical and creative thinking
- Learn techniques on becoming more critical, analytical & creative & apply these to help self and organization improve
- Understand how we think
- Examine the obstacles towards organization greatness
- Pick up hints on the psychology behind employee hesitation
- Learn to empower
Outline
1. What is analytical, critical and creative thinking
- Case exercise
- Discussion on thinking out of the box
2. Why don’t all organizations have critical/analytical thinking and creative people
3. The six techniques in thinking (each with definition, examples, and cases)
- Reversal
- BrainStreaming
- Reframing Matrix
- Concept Fan
- Random
- Provocation
4. Conditions for us to think critically and creatively
- Empowerment and ownership
- Ownership case discussion
5. The power/political environment
- The 5 points of political power
- Politics and power applications
- Relationship with Creativity?
6. Workplace culture
- Culture and roles of leadership
- The leadership approaches which support creative environment
7. Attitude formation & impact
- Performance management: ability and attitude
8. Psychological contract
- Expectation exercise
9. Summary and key take aways
- What’s next?
- Case exercise
- Discussion on thinking out of the box
2. Why don’t all organizations have critical/analytical thinking and creative people
3. The six techniques in thinking (each with definition, examples, and cases)
- Reversal
- BrainStreaming
- Reframing Matrix
- Concept Fan
- Random
- Provocation
4. Conditions for us to think critically and creatively
- Empowerment and ownership
- Ownership case discussion
5. The power/political environment
- The 5 points of political power
- Politics and power applications
- Relationship with Creativity?
6. Workplace culture
- Culture and roles of leadership
- The leadership approaches which support creative environment
7. Attitude formation & impact
- Performance management: ability and attitude
8. Psychological contract
- Expectation exercise
9. Summary and key take aways
- What’s next?
Who should attend
This programme is designed for all staff of ANY industry, including officers, engineers, supervisors, educators, executives and managers. Others who are keen to learn more about critical thinking and creativity are encouraged to attend.
Profile of Andrew Cheah
Mr. Andrew Cheah has been a trainer and management consultant since 1991, specializing in the areas of Strategic Thinking, Leadership Transformation, Lean, QC Tools, VSM, Procurement & Inventory Management, negotiation, 8D Problem Solving, performance management, productivity improvement, behavioral change, and Critical & Creative Thinking. Andrew has trained clients from such diverse industries (see list below) as banking, insurance, hospitality, sales and distribution, manufacturing, food, property development, government/public services, and higher education. Being tri-lingual (English, Mandarin, and Malay Languages), and has extensive regional exposure in Singapore, United Arab Emirates, Malaysia, Hong Kong, China, Thailand, Indonesia and Vietnam. In addition to training, Andrew has guided and provided consulting services to clients, leading to one of them winning the prestigious Malaysian National Productivity Award (1999) presented by the 2-time Malaysian Prime Minister, Tun Dr. Mahathir. The award is for productivity enhancement through many areas such as continuous improvement, cost and waste reduction.
In addition to writing articles for the premier English newspaper in Singapore (the Straits Times), Andrew has been invited to speak at events such as International Conference on Best Practices, which was graced by senior officials from the Ministry of International Trade and Industry (MITI), sharing the stage with Professor Michael Gregory of the University of Cambridge, Mr Dieter Heyl (2007 Vice President of Mercedes Benz Malaysia), and Dr Marcus Chao, President of Lean China Enterprise Inc.
Andrew has an MBA degree qualification with the University of Portsmouth, UK. At the professional level, Andrew has certifications in: Blue Ocean Leadership Masterclass, Leading Dimensions Profiling (LDP), REACH Profiling, and ISO9000 assessor. His experience in international consultancy has also earned him a membership with the Association of Productivity Specialist (New York).
