Case Studies Introduction Increasing the quality of our

Case Studies Introduction Increasing the quality of our work through critical thinking SAM -301 23 September 2013

One’s destination is never a place but rather a new way of looking at things” -- Henry Miller

Defining Critical Thinking (it all started with Socrates over 2000 years ago) Ø Active, persistent, and careful consideration of a belief or supposed form of knowledge in the light of the grounds which support it and the further conclusions to which it tends. (Dewey, 1909) Ø (1)An attitude of being disposed to consider in a thoughtful way the problems and subjects that come within the range of one’s experience; (2) knowledge of the methods of logical enquiry and reasoning; and (3) some skill in applying those methods. Critical thinking calls for a persistent effort to examine any belief or supposed form of knowledge in the light of the evidence that supports it and the further conclusions to which it tends. (Glaser, 1945) Ø Critical thinking is reasonable, reflective thinking that is focused on deciding what to believe or do. (Norris and Ennis, 1989) Ø 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 taking charge of the 3 structures inherent in

Who comes to mind? The new chief executive, one of the youngest in history, is being sworn into office on a bleak, cold, cloudy day in January. Standing beside him is his predecessor, a military leader who had led the nation through a world war. The new chief executive was raised as a Catholic and rose to his new position in part because of his vibrant charisma. He is revered by the people and will play a crucial role in a military crisis that will face his nation. He will become legendary. 4

Who comes to mind? The new chief executive, one of the youngest in history, is being sworn into office on a bleak, cold, cloudy day in January. Standing beside him is his predecessor, a military leader who had led the nation through a world war. The new chief executive was raised as a Catholic and rose to his new position in part because of his vibrant charisma. He is revered by the people and will play a crucial role in a military crisis that will face his nation. He will become legendary. 5

Kennedy: • Predecessor: General Dwight D. Eisenhower • Catholic – Yes • Charismatic – Yes • Revered – by most people • Military crisis – the Cuban missile crisis • Legendary – certainly Hitler: • Predecessor: General Kurt von Schleicher • Raised as a Catholic • Charismatic • Revered at the time by some Germans • Military crisis – WWII • Legendary – infamous 6

Confirming Evidence Trap - Seeking information or consultants that support our existing point of view while avoiding information or counsel that contradict it What can you do to guard against this decision trap? 7

Confirming Evidence Trap • Examine all of the evidence with equal rigor • Build counterarguments or get someone else to provide you with counterarguments • Be honest about your motives • Don’t ask leading questions • Find new advisors if they always seem to agree with you 8

Case Study Learning Process Learning Reflection Individual Preparation Small Group 1 -2 hours depending 30 minutes on the case Classroom Discussion 80 minutes Four-stage Learning Process 9

Small Group Discussion 1. 2. 3. 4. 5. 6. 7. Each individual be fully prepared Each individual participate actively No leader necessary in sense of dec. maker No recording secretary needed No spokesperson required No consensus “group position” necessary Establish and stick to time limit 10

Class Discussion 1. 2. 3. 4. 5. Facts and Assumptions Problem / Dilemma Issue and analysis Alternatives, decision criteria, decision Action and implementation plan 11

Reflection • • • What did I learn from this case? What did I learn from the discussion on this case? How do these cases fit together? What framework can I use in my decision making? What can I apply to my program? My career? How did I contribute to the shared learning?

Students Practice making program management decisions: • Practice identifying and analyzing common challenges, problems, and dilemmas • Practice defending analyses and recommendations • Practice listening and learning from colleagues, faculty, and guests • Practice questioning personal and group assumptions and biases • Practice managing complexity Repetition develops Habits Deliberate Practice makes Perfect

Critical Thinkers Ask Good Questions • Clarity – – – • Could you be more specific? Could you give me more details? Could you be more exact? Relevance – – – • How does that relate to the problem? How does that bear on the question? How does that help us with the issue? Depth – – – What factors make this a difficult problem? What are some of the complexities of this question? What are some of the difficulties we need to deal with? – • Does all this make sense together? Does your first paragraph fit in with your last? Does what you say follow from the evidence? Significance – – – • Do we need to look at this from another perspective? Do we need to consider another point of view? Do we need to look at this in other ways? Logic – – Precision – – – • How could we check on that? How could we find out if that is true? How could we verify or test that? Breadth – Could you elaborate further? Could you give me an example? Could you illustrate what you mean? Accuracy – – – • • Is this the most important problem to consider? Is this the central idea to focus on? What of these facts are most important? Fairness – – – Do I have any vested interest in this issue? Am I taking into account the thinking of others? Have I examined by thinking for biases? 14

Integrated Defense Acquisition, Technology, and Logistics Life Cycle Management System Following the Materiel Development Decision, the Milestone Decision Authority may authorize entry into the acquisition process at any point, consistent with phase-specific entrance criteria and statutory requirements PMT-401 How Do We Get There? Materiel Solution Analysis Phase Technology Development Phase Engineering & Manufacturing Development Phase MS Joint Capabilities Integration and Development System ICD CDD – Capability Development Acronyms JROC – Joint Requirements Oversight Document Council CPD – Capability Production MUA – Military Utility Document Assessment DCR – DOTMLPF Change NCOW-RM – Net-Centric Recommendation Operations Warfare. DOTMLPF – Doctrine, Reference Model Organization, Training, KIP – Key Interface Profiles Materiel, Leadership and KPP – Key Performance Education, Personnel Parameter and Facilities KSA – Key Systems Attribute FOC – Full Operational Joint Operations Concepts Capability Concept of Operations ICD – Initial Capabilities Automated Standards Profile Document Capability Roadmap IOC – Initial Operational Capability NCOW-RM Force Protection KPP Training KPP J-1 – Joint manpower. J-2 – Intelligence/threat. J-3 – Operational suitability, sufficiency, and supportability. J 4 – Facilities, sustainment, and energy efficiency. J-6 – IT/NSS Information Materiel interoperability and supportability. Support Availability Plan. J-7 – Systems training. KPP J-8 – Weapons safety. Threshold/objective tradeoffs – Revised Performance Attributes Architectu re Products Materiel Ownership Reliability Cost KSA Service/JROC Validation & Approval MS System Capability & Manufacturing Process Demonstration Force Protection KPP Global Net-Ready Information KPP Grid KIPs CDD Threshold/objective tradeoffs – Revised Performance Attributes Joint Staff Certifications Service/JROC Validation & Approval J-1 – Joint manpower. J-2 – Intelligence/threat. J-3 – Operational suitability, sufficiency, and supportability. J-4 – Facilities, sustainment, and energy efficiency. J-6 – IT/NSS Information Materiel interoperability and supportability. Support Availability J-7 Plan – Systems training. KPP J-8 – Weapons safety. MUA/F inal Demo Report Efficiency KPP Joint Operations Concept of Operations Automated Standards Profile Capability Roadmap CPD DAB/ DSAB/ M ITAB A o A S t u d y G u i d a n c e PSR ADM D A Oversight and Review for Joint E x it C ri t e ri a MS A Cert DAB/ DSAB/ MDA ITAB Exit Criteria Met y Demonstr ations and qualified prototype projects ADM P S R Exit Criteria Technology Development Strategy • Rationale for Evolutionary or Single-Step increments TLCSM • Limits on number of prototypes • Preliminary acquisition strategy with Cost, schedule, performance goals for entire R&D effort • TD phase cost, schedule, performance goals & exit criteria • Visibility of data assets • Known & probable CPI & countermeasures • Time-phased workload assessment • Data management strategy • Summary of CAIG-approved Cost & Final RFP cannot be Software Data Reporting Plans for the released until TDS is Technology Development Phase Draft approved • Consideration of international Source RFP Acq cooperative opportunities • Net-Centric Data Strategy Selection Ao A Stu dy Pla n A o A MS B Cert Exit DAB/ Criteria DSAB/ A M Met ITABD P PDR Report B Acquisition Strategy A • Program Structure • Acquisition Approach • Capability Needs • Test & Evaluation • Risk Management • Resource Management • Systems Engineering • Interoperability • Information Technology • Research & Technology • Information Assurance to full capability • How materiel solution will be divided into TLCSM Clinger-Cohen Act - Compliance (all IT) - Certification (MAIS) ADM MUA/Final Demo Report A Exit Criteria Met ADM M D A updated PSR Exit Criteria Met APB Exit Criteria Post. CDR Repo Oversight and Review Acronyms rt ADM – Acquisition Decision IBR – Integrated Baseline Review Memorandum ITAB – Information Technology Ao. A – Analysis of Acquisition Board Alternatives LRIP – Low Rate Initial Production APB – Acquisition Program MAIS – Major Automated Information Baseline System CDR – Critical Design Review MDA – Milestone Decision Authority DAB – Defense Acquisition MDD – Materiel Development Board Decision DSAB – Defense Space MOSA – Modular Open Systems Acquisition Board Approach ESOH – Environment, Safety, PDR – Preliminary Design Revieww and P-CDRA – Post Critical Design Occupational Health Review Assessment EVM – Earned Value PSR – Program Support Review Management TLCSM – Total Life Cycle Systems FRPDR – Full Rate Production Management Engineering & Manufacturing Decision Review Development & Demonstration DAB/ DSAB/ MDA ITAB ADM TLCSM • Product Support • Human Systems Integration • ESOH • MOSA • Business Considerations • Best Practices • Relief, Exemptions, and Waivers • Earned Value Management • Corrosion Prevention • Data Management • Life Cycle Sustainment • Military Equipment Valuation Major Products Study Contracts RFP Plan IBR Prelimina ry Integrate d Architect ure Define Supportabi lity Objectives Logistics/ Sustainment Plan Technology Development Contract Refine Supportability Objectives/ Constraints A INPUTS OUTPUTS • ICD • Ao. A Plan • Exit Criteria • Alternative Maintenance & • Draft System Requirements • T&E Strategy • SEP • System Safety Analysis • Support and Maintenance Logistics Concepts and Technologies • Inputs to: -draft CDD -Ao. A -TDS -Cost/Manpower Est. Develop Initial Product Support Strategy Initiate Product Support BCA (Define Ground Rules & Assumptions) INPUTS • ICD and Draft CDD • Approved Materiel Solution • Exit Criteria • Support and Maintenance Technical OUTPUTS A o Draft A RFP SRR Analyze/Assess Concepts Versus Defined User Needs & Environmental Constraints Interpret User Needs. Analyze Operational Capabilities & Environmental Constraints Develop Concept Performance (& Constraints) Definition & Verification Objectives Decompose Concept Performance into Functional Definition & Verification Objectives Decompose Concept Functional Definition into Component Concepts & Assessment Objectives Validation Linkage Trades Assess/Analyze Concept & Verify System Concept’s Performance Verification Linkage Assess/Analyze System Concept Versus Functional Capabilities Validation Linkage Trades Develop System Perf (& Constraints) Spec & Enabling/Critical Tech & Prototypes Verification Plan Develop Functional Definitions for Enabling/ Critical Tech/Prototypes & Associated Verification Plan Decompose Functional Definitions into Critical Component Definition & Technologies Verification Plan Assess/Analyze Verification Enabling/Critical Components Versus Linkage Capabilities Develop Component Concepts, i. e. , Enabling/Critical Technologies, Constraints, & Cost/Risk Drivers Demo & Validate System & Tech Maturity Versus Defined User Needs & Environmental Constraints Interpret User Needs, Refine System Performance Specs & Environmental Constraints Trades Verification Linkage Cost Estimation Methods Develop System Functional Specs & Verification Plan to Evolve System Functional Baseline Demo/Model Integrated System Versus Performance Spec SFR Demo System & Prototype Functionality Versus Plan Evolve Functional Performance Specs into System Allocated Baseline FMECA FTA RCM Demo Enabling/ Critical Technology Components Versus Plan -Training -Support Data -Manpower & personnel Post-CDR A development • Establish initial production base • Ramp to production rate • Produce systems for IOT&E LRIP Contract IBR Initial Product Baseline (verified) Engineering Developmen t Models Initial Produ ct Baseli ne Product Support Plan Demonstrate Product Support Capability • Footprint Reduction • Supply Chain Management • Product Support Elements • Finalize Product Support BCA OUTPUTS Performance Based Logistics (PBL) Strategy (Preferred Product Support Approach) LORA MTA Final RFP cannot be released until Acq Strategy is approved CARD MDAP/MAIS CCE ICE optional POE Source Selection Plan Acq Plan MAIS only A o Draft A RFP Production Contract Low-Rate Initial Production Systems • Supply Chain Management • Contract for Sustainment (organic and commercial) C FRP DR Production Qualification Testing Affordability Assessment MDAP Post-Deployment Review BLRIP Report to Congress Full-Up System Level LFT&E JITC Interoperability Certification Testing Disposal FOT&E J-6 System Validation CCE Reprocessing Landfill OUTPUTS Analyze Deficiencies To Determine Corrective Actions INPUTS • Production Baseline • Test Reports • TEMP • PESHE • SEP • System Safety Analysis • Input to: - Cost/Manpower Est. OUTPUTS • Service Use Data • User Feedback • Failure Reports • Discrepancy Reports • SEP • PESHE • System Safety Analysis • Data for In-Service Review • Input to CDD for next increment • Modifications/upgrades to fielded systems • SEP • System Safety Analysis PCA Verify and Validate Production Configuration Verification/ Validation Linkage Modify Configuration (Hardware/Software/Specs) To Correct Deficiencies Monitor and Collect All Service Use Data In-Service Review Implement and Field Trades Analyze Data to Determine Root Cause Assess Risk of Improved System Determine System Risk/ Hazard Severity Integrate and Test Corrective Action Economic Analysis & CCA (MAIS Only) Affordability Assessment ICE optional MDAP P O E C A R D Engineering MDAP/MAIS Parametric Analogy CCE • Process Change – Hardware/Support • Materiel Change ICE MDAP optional Actual Costs • Embed the habit of life-long learning PMO POM Input PMO Budget Estimate Types of Funds RDT&E – Advanced Technology Development RDT&E – Systems Development & Demonstration RDT&E – Advanced Component Development and Prototypes RDT&E – Management & Support Procurement Operations and Maintenance RDT&E – Management & Support Appropriated Funds To Support Contracts Military Departments and Defense Agencies Planning, Programming, Budgeting, and Execution Acronyms August PDM – Program Decision Memorandum FYDP – Future Years Defense Program PMO – Program Management Office MBI – Major Budget Issues POM OMB – Office of Management and Budget – Program Objectives Memorandum PBD – Program Budget Decision POM/Budget Submit Changes to On Year POM/Budget Formulation Changes to On Year Do. D Testimony Do. D Appeals Allocation September - November Office of the Secretary of Defense and Joint Staff (biennial-calendardriven) On Year Off Year For a single copy of this chart, send a request to daupubs@dau. mil White House Guidance for Development of the Force Off Year Optional National Military Strategy National Defense Strategy December / February Joint Programming Guidance Off Year Optional April / May ISSUES Issue Resolution PDM(s) PBD Cycle Final PBDs MBI October - November Do. D Budget December FYDP updated OMB National Security Strategy Send recommendations to improve the content of this chart to wallchart@dau. mil Fiscal Guidance DAU icatalog 15 Apportionment FYDP updated January Most Acceptable Disposal INPUTS • Test Results • Exit Criteria • APB • CPD • SEP • TEMP • Product Support Package • PESHE • System Safety Analysis Develop Corrective Action POE • Joint Operations • Crises Recycle/Reuse Fabricate, Assemble, Code to “Build-to” Documentation MDAP • Peacetime • Training LFTE Report to Congress CDR CARD Operations and Sustainment • Continuous Tech Refreshment • Public-Private Partnering • Obsolescence Management • PBA Modifications • Configuration Control • Assessment of PSI/PSPs • Supply Chain Management • Data Management Pre-IOC and Post IOC Supportability Assessments AOTR OTRR Independent IOT&E Individual CI Verification DT&E Cost Acronyms CARD – Cost Analysis Requirements Description CCE – Component Cost Estimate ICE – Independent Cost Estimate MDAP – Major Defense Acquisition Program MAIS – Major Automated Information System POE – Program Office Estimate PMO – Program Management Office RDT&E – Research, Development, Test & Evaluation Sustainment Contracts Product Support/PBL Management Product Support Package/PBL Implementation • Product Support Elements • Support and Cost Baseline Post-Production Software Support Contracts EVM Surveillanc e Full-Rate Production Systems Final Production Baseline CDR Full Funding in FYDP Increment III FRP Total Life Cycle Systems Management IBR TRR Verification Linkage (with alternate LFT&E Plan) LFT&E Waiver (if appropriate) Economic Analysis & CCE (MAIS Only) POE /CC E Evolve CI Functional Specs into Product (Build to) Documentation & Inspection Plan C PCDRA Exit Criteria EVM Surveillanc e Performance Based Agreements Post. PDR A Evolve CI Functional Specs into Product (Build to) Documentation and Inspection Plan B A ADM PDR Design/Develop System Concepts, i. e. , Enabling/Critical Technologies, Update Constraints, & Cost/Risk Drivers Economic Analysis & CCE (MAIS Only) Cost Trades DAB/ DSAB/ MDA ITAB • Product Support • Human Systems Integration • ESOH • MOSA • Business Considerations • Best Practices • Relief, Exemptions, and Waivers • Earned Value Management • Corrosion Prevention • Data Management • Life Cycle Sustainment • Military Equipment Valuation updated Business Product Support Integrator/ • Initial Product Baseline Case Product Support Provider • Test Reports Analysis • TEMP • Elements of Product Support Technical & Logistics Acronyms • Risk Assessment MTA – Maintenance Task Analysis ASR – Alternative Systems Review • SEP • TRA • PESHE OA – Operational Assessment AOTR – Assessment of Operational Test • Life Cycle Sustainment Plan OTRR – Operational Test Readiness • System Safety Analysis Readiness Review BCA – Business Case Analysis Objectives & Requirements • Inputs to: -CPD -STA -ISP PESHE – Programmatic BLRIP – Beyond Low Rate Initial Production • Product Support Strategy -Cost/Manpower Est. Environment, CDR – Critical Design Review Safety & Occupational Health CI – Configuration Item Evaluation DT&E – Developmental Test & Evaluation PDR – Preliminary Design Review EOA – Early Operational Assessment FCA PCA – Physical Configuration ESOH – Environmental, Safety & SVR PRR Audit Occupational Health PRR – Production Readiness FCA – Functional Configuration Audit Interpret User Needs, Review Combined DT&E/OT&E/LFT&E FMECA – Failure Mode Effects & Criticality Verification/ Refine System PPP – Program Protection Plan Demonstrate System to Analysis Validation Performance Specs & RCM – Reliability Centered Specified User Needs and FOT&E – Follow-on Test & Evaluation Linkage Environmental Constraints Maintenance Environmental Constraints FTA – Failure Tree Analysis Trades RMS – Reliability, Maintainability & IOT&E – Initial Operational Test & Evaluation Supportability ISR – In-Service Review SEP – Systems Engineering Plan ISP – Information Support Plan SFR – System Functional Review ITR – Initial Technical Review SRR – System Requirements JITC – Joint Interoperability Test Command Trades System DT&E, LFT&E & OAs, Develop System Functional Review LFT&E – Live Fire Test & Evaluation Verify System Functionality Specs & Verification Plan to Verification STA – System Threat Assessment LORA – Level of Repair Analysis and Constraints Compliance Evolve System Functional SVR – Linkage System Verification Review to Specs Baseline Lighter blocks reflect TEMP – Test & Evaluation Master technical efforts required Plan during EMD if PDR does TDS – Technology Development not come prior to Strategy SFR Milestone B. TRA – Technology Readiness Integrated DT&E, LFT&E & Evolve Functional Verification Assessment EOAs Verify Performance Specs into TRR – Test Readiness Review Linkage Compliance to Specs System Allocated Baseline Objectives & Requirements • Inputs to: -IBR -ISP -STA -CDD -Acq Strategy -Affordability Assessment -Cost/Manpower Est. ASR Source Selection Plan Acq Plan Prototy pes • Sys Performance Spec • Acquisition Strategy • Exit Criteria • APB • CDD • SEP • PPP • TEMP • PESHE • STA • ISP • NEPA Compliance Schedule • Risk Assessment • Validated Sys Support & Maint Exit Criteria Met Acquisition Strategy TLCSM C Increment II FRP PCDRA Purpose of LRIP: • Statutory/Regulatory • Product Support Elements • Source of Support -Supply Support • Legacy Considerations • Conduct Product Support BCA-Maintenance Set Product Suppor t Strateg INPUTS y APB • Program Structure • Acquisition Approach • Capability Needs • Test & Evaluation • Risk Management • Resource Management • Systems Engineering • Interoperability • Information Technology • Research & Technology • Information Assurance • Share and apply best business practices Systems Engineering Test and Evaluation Supportability Planning, Programming, Budgeting, and Execution Process B • System Allocated Baseline • PDR Report • TEMP • SEP • PESHE • PPP • TRA • NEPA Compliance Schedule • Risk Assessment • Validated Sys Support & Maint Concepts and Technologies • Ao. A • TDS • T&E Strategy • System Safety Analysis (event-driven) ITR Interpret User Needs, Analyze Operational Capabilities & Environmental Constraints Trades EV M Sur veill anc e System Performa nce Spec MUA/Final Demo Report • Complete manufacturing Final RFP cannot be released until Acq Strategy is approved Contract I B R Protot ypes Evaluate Product Support Capabilities MDD Defense Acquisition System Acq Plan EVM Surveillanc e Materiel Solution Best Materiel Approach( es) RFP Source Selection RFP Plan PSR B Clinger-Cohen Act - Compliance (all IT) - Certification (MAIS) Exit Criteria Acquisition Strategy • Program Structure • Acquisition Approach • Capability Needs • Test & Evaluation • Risk Management • Resource Management • Systems Engineering • Interoperability • Information Technology • Research & Technology • Information Assurance • Upgrade your leadership of multifunctional teams Contracting Final RFP cannot be released until Acq o Draft Strategy is approved A A Validated and approved CDD & CPD for each increment of evolutionary acquisition for Joint Capability Technology Demonstrations and qualified prototype projects Materiel Ownership Reliability Cost KSA Clinger-Cohen Act - Compliance (all IT) - Certification (MAIS) Cost-Type Contract Determination (if applicable) Exit Criteria • Product Support • Human Systems Integration • ESOH • MOSA • Business Considerations • Best Practices • Relief, Exemptions, and Waivers • Earned Value Management • Corrosion Prevention • Data Management • Life Cycle Sustainment Selectively Evolutionary Acquisition Strategy Concept Initiate Technolog Evolutionary Acquisition Strategy Clinger-Cohen Act - Compliance (all IT) - Certification (MAIS) Survivability KPP Service/JROC Validation and Approval J-1 – Joint manpower. J-2/DIA – Intelligence/ threat. J-3 – Operational suitability, sufficiency, and supportability. J-4 – Facilities, sustainment KPP, ESOH. and energy efficiency. J-6 – NR-KPP, IT/NSS interoperability and Information supportability. J-7 –Materiel Sys Training Support Availability KPP & Ao. A. J-8 – Weapons safety. Plan KPPs Disposal FOC Energy System Applied Efficiency Training KPP Joint Staff Certifications Threshold/objective tradeoffs – Revised Performance Attributes for Joint Concept Technology Demonstrations and qualified prototype projects Materiel Ownership Reliability Cost KSA Force Protection KPP Global Net-Ready Information KPP Grid KIPs Information Assurance • Improve your decision making DCR Nonmateriel approaches IOC System Threat Assessment NCOW-RM Architectu re Products Selectively Energy System Applied Training KPPs FRP DR Survivability KPP Information Assurance Efficiency KPP Joint Operations Concept of Operations Automated Standards Profile Capability Roadmap Full-Rate Production/Deployment Life-Cycle Sustainment Low-Rate Initial Production C System Threat Assessment NCOW-RM Survivability KPP Selectively Energy System Applied Joint Staff Certifications Draft CDD Post. CDR A Post. PDR A System Threat Assessment Global Architectu Net-Ready Information re KPP Grid KIPs Products Information Assurance JROC/ Componen t Validation and Approval (need-driven) Integrated System Design B Joint Capabilities Integration and Development System - Joint Operations Concept of Operations Plans Capabi lities. Based Asses sment MS A MDD Decision Points/Milestones Strategic Guidance Operations & Support Phase Production & Deployment Phase President’s Budget to Congress February (1 st Monday) Congress Budget Committees Congress Authorization Committees Appropriation Committees February - September Authorization/ Appropriation Acts Passed Least Acceptable

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Elements of Thought Points of View Implications and Consequences Assumptions Purpose of the Thinking Elements of Thought Concepts Question at Issue Information Interpretation and Inference Understanding Critical Thinking begins with understanding the Elements of Thought. 17

Relating the Elements of Thought Our purpose affects the manner in which we ask questions; The manner in which we ask questions affects the information we gather; The information we gather affects the way we interpret it; The way we interpret information affects the way we conceptualize it; The way we conceptualize information affects the assumptions we make; The assumptions we make affect the implications that follow from our thinking; The implications that follow from to each other. affect the way we The Elements of Thought relate our thinking 18 see things, our point of view.

Universal Intellectual Standards ra u c Ac Bread Clar ity cy th ion Points Of View Implications and Consequences c gi Lo Concepts ance Purpose of the Thinking Elements of of Thought Assumptions Signific Pre cis Depth Question at Issue Information ss airne F Interpretation and Inference Rele van ce Applying the Universal Intellectual Standards checks the quality of reasoning. 19

Universal Intellectual Standards Clarity: Could you elaborate further on that point? Could you express that point in another way? Could you give me an illustration? Could you give me an example? Accuracy: Is that really true? How could we check that? How could we find out if that is true? Precision: Could you give me more details? Could you be more specific? Relevance: How is that connected to the question? How does that bear on the issue? Depth: How does your answer address the complexities in the question? How are you taking into account the problems in the question? Is that dealing with the most significant factors? Breath: Do we need to consider another point of view? Is there another way to look at this question? What would this look like from a conservative standpoint? What would this look like from the point of view of …? Logic: Does this really make sense? Does that follow from what you said? How 20

Intellectual Traits Intellectual Humility – know the limits of your knowledge Intellectual Autonomy – Rational control of your beliefs, values and inferences Intellectual Integrity – Adhere to intellectual standards Intellectual Courage – Fairly address idea’s, beliefs or viewpoints Intellectual Perseverance – Use intellectual insights and truths Confidence in Reason – Let reason and intellect convince people Intellectual Empathy – Put oneself in the place of others Fairmindedness – Treat all relevant viewpoints alike

Critical Thinking Process The Standards Clarity Precision Accuracy Significance Relevance Completeness Logicalness Fairness Breath Depth Must be applied to The Elements Purposes Inferences Questions Concepts Points of View Implications Information Intellectual Traits Assumptions Intellectual Humility Intellectual Perseverance Intellectual Autonomy Confidence in Reason Intellectual Integrity Intellectual Empathy As we learn to develop 22

A Wealth of References Dr. Richard Paul and Dr. Linda Elder 23

Why Critical Thinking? We all think. It is in our nature as humans to do so. However, much of our thinking is biased, distorted, partial, uninformed or prejudiced. The quality of our work (and life) depends on the quality of our thought. Unexamined thinking is costly and will not allow us to meet today’s complex acquisition challenges. 24

Defining Critical Thinking Ø Critical thinking is skilled and active interpretation and evaluation of observations and communications, information and argumentation. (Fisher and Scriven, 1997) Ø Critical thinking is the process of examining underlying assumptions; interpreting and evaluating evidence; imagining and exploring alternatives; and developing reflective criticism to reach a conclusion. (DAU faculty member, 2007) 25 Ø Critical thinking is the art of analyzing and evaluating

Stages of Critical Thinking Development Good habits of thought are becoming second nature Master I advance in keeping with my practice I recognize the need for regular practice Beginning Challenged Unreflective Advanced Practicing se a C es di tu S I try to improve but without regular practice I am faced with significant problems in my thinking I am unaware of significant problems in my thinking

Thinking Model ve ati ent) e Cr verg g (Di inkin Th Inputs Define Problem Develop Alternatives An (Co alytic Th nver al ink g ing ent) Determine Solution Implement Solution Process Changes Input Changes Outputs

Thinking Model – cont. Define the Problem Develop Alternatives Determine Solution Implement Solution Outputs Inputs Process Changes Input Changes