The document discusses various techniques for critical thinking and decision making, including: 1) The 6 Thinking Hats method which separates thinking into 6 categories (white, red, black, yellow, green, blue) to encourage full-spectrum thinking and better decision making. 2) The 5 Whys technique which is used to identify the root cause of problems by asking "why" 5 times to determine the relationship between different root causes. 3) Brainstorming which is a group creativity technique to gather a list of ideas spontaneously contributed by members to find a conclusion for a specific problem.

1. Facilitator --> Ankit Tiwari

2. Brain – How does it work?

3. What is decision ?
 What it is – According to the dictionary, the verb
‘decide’ means ‘to determine.
 The Latin root of the word means to „cut away‟.
This points to what a decision really is.
 What it is not - A decision is not allowing events
to take their course willy-nilly. If you did, an
outcome would still occur - but one not influenced
or decided upon with due regard to the
surrounding circumstances.

4. Decision Making
Key Components :
Decision
Options
Analysis
Real Need

5. Critical Thinking
 Critical thinking involves the evaluation of sources such
as data, facts, observable phenomenon, and research
findings. Good critical thinkers can draw reasonable
conclusions from a set of information and discriminate
between useful and less useful details for solving a
problem or making a decision.
e.g.,
 A triage nurse,
 A plumber / mechanic
 An attorney
 A job-seeker

6. Critical Thinking – How to use it?
 Establish Relevance
Why are we talking about this?
 Ask For Clarifications
What do you mean?
 Challenge Assumptions
What could we assume instead?
 Seek Evidence
Can you give me an example?
 Investigate Perspectives
How would .... feel about this?
Is there another way to look at
this?
 Examine Implications &
Consequences
What are you implying?
What does this mean to ....?
What's the global impact?

7. Thinking - Types
 Traditional Approach :
Argument or Adversarial Thinking
 In an argument often both sides are right, but looking at
different aspects of the situation.
 Each side seeks to prove that the other side is wrong.
 It completely lacks a constructive, creative or design element
A B

8. Thinking - Types
 Parallel Thinking
 At any moment everyone is looking in the same direction.
 It is co-operative , co-ordinate, constructive thinking.
 A simple and practical way of carrying out „Parallel
Thinking' is the Six Hats method.
A
B

9. Thinking – Level of Questioning
Lower
Level
Higher
Level

10. 6 Thinking Hats Method
 Edward De Bono is a world-known expert in
creative thinking. The 6 Thinking Hats is one
such technique.
 Dr. Bono was the first to suggest that thinking
is a deliberate act. And that by applying 6
different thinking hats or styles of thinking to
a subject, we can maximize the power of our
thinking many fold.

11. 6 Thinking Hats Method

12. 6 Thinking Hats Method
 Objectives to practice 6 Thinking Hat’s
approach:
 Encourage Parallel Thinking
 Encourage Full Spectrum Thinking
 Separate EGO from Performance

13. 6 Thinking Hats Method

14. 6 Thinking Hats Method

15. 6 Thinking Hats Method

16. 6 Thinking Hats Method

17. 6 Thinking Hats Method

18. 6 Thinking Hats Method

19. Sequence to use 6 Thinking Hats

20. 6 Thinking Hats Method - Hats Ranking
Control
Creative
Positive
Thinking
Facts
Negative
Logic
Emotion
Self Development
Success
HighLow
High
11

21. 6 Thinking Hats Method
 Benefits of Six Thinking Hats Methods:
 Allow to say things without risk
 Create awareness that there are multiple perspectives
on the issue at hand
 Convenient mechanism for “switching gears”
 Rules for the game of thinking
 Focus Thinking
 Lead to more creating thinking
 Improve communication
 Improve decision making

22. Determine the Root Cause: 5 Whys
 The 5 Whys is a technique used in the Analyze phase
of the Six Sigma DMAIC (Define, Measure, Analyze,
Improve, Control) methodology.
 Benefits of the 5 Whys
 Help identify the root cause of a problem.
 Determine the relationship between different root causes of
a problem.
 One of the simplest tools; easy to complete without
statistical analysis.
 When Is 5 Whys Most Useful?
 When problems involve human factors or interactions.
 In day-to-day business life.

23. 5 Whys Examples
 Problem Statement: You are on your way home from work and your
car stops in the middle of the road.
 1. Why did your car stop?
– Because it ran out of gas.
 2. Why did it run out of gas?
– Because I didn‟t buy any gas on my way to work.
 3. Why didn‟t you buy any gas this morning?
– Because I didn‟t have any money.
 4. Why didn‟t you have any money?
– Because I lost it all last night in a poker game.
 5. Why did you lose your money in last night‟s poker game?
– Because I‟m not very good at “bluffing” when I don‟t have a good
hand.

24. How to Use 5 Whys
 Step 1. Assemble a Team
 Step 2. Define the Problem
 Step 3. Ask the First "Why?"
 Step 4. Ask "Why?" Four More Times
 Step 5. Know When to Stop
 Step 6. Address the Root Cause(s)
 Step 7. Monitor Your Measures

25. Brainstorming
 Brainstorming The term was popularized by Alex
Faickney Osborn in the 1953 book Applied
Imagination.
 Brainstorming is a group creativity technique by
which efforts are made to find a conclusion for a
specific problem by gathering a list of ideas
spontaneously contributed by its members.

26. Reverse Brainstorming
 Reverse brainstorming helps you solve problems by
combining brainstorming and reversal techniques.
By combining these, you can extend your use of
brainstorming to draw out even more creative
ideas.

27. Ankit Tiwarihttps://in.linkedin.com/in/ankitiwari