30 Before we can logically begin the exploration of our reasoning processes and then develop the desired techniques for decision making/problem solving, it is first necessary that we obtain at least a minimal understanding of the substrate
33 What goes on inside our heads is the major factor that defines not only our generic humanness, but also our individual personality and ability to relate to the complex world into which we are born and shaped. Yet despite the central
34 importance of this function in every aspect of our lives few of us have ever examined or thought deeply about it, so the brief exploration we are about to engage in will undoubtedly prove both illuminating and (quite possibly) unsettling to at least some of you.
90 Psychologists have developed a somewhat different way than the foregoing of categorizing Thinking Styles into 26 “Dimensions”, which describe the individual’s cognitive and linguistic preferences and level of flexibility in their application.
91 These are major factors in determining how the individual will respond in any particular situation, but they do not measure thinking ability, nor are they a measure of “intelligence”. Everyone utilizes most or even all of these dimensions to greater or lesser degree, but people differ significantly in which are dominant in their individual thinking and actions.<br><br>
120 <strong>Internal:</strong> Relies primarily on the individual’s own judgements & standards, believes oneself to be right, tends to ignore feedback.<br>
140 <strong>Task Focused: Explores the way the individual relates to tasks and activities at work, and his/her approach to problem solving.</strong><br>
154 <strong>Options Oriented:</strong>Explores opportunity & possibility, seeks choice and alternatives, views work from the broadest base possible.<br><br>
156 <strong>Procedure Oriented:</strong> Believes that accepted practices and procedures are important, diligently follows instructions & “the correct way of doing things”.<br><br>
180 Thinking Styles analysis applies in all areas in which skill in communication is crucial to success, by providing a vital tool for influencing and encouraging those with whom you interact.<br><br>
182 It also can play a key role in understanding and developing your own personal cognitive awareness, helping to develop your cognitive skills and behavioral flexibility, as well as aiding in the selection of the appropriate thinking style to achieve your objectives in different situations.<br><br>
184 In applying this technique it is essential to recognize that in every practical situation involving interpersonal relationships at least one dimension from each of the 3 major groups (Sensory, People, Task) will necessarily be involved! And this means that some judgmental blending will be required, for which no pat formulas exist.<br><br>
186 You should also be aware that normal individuals typically exhibit a blend of at least several styles, with the mix often varying with the specifics of the particular situation, although one style will typically dominate, frequently overwhelmingly. So for most practical purposes identifying and focusing on that one dominant style will be sufficient to find the best way to characterize the situation.<br><br>
205 By analyzing each team member’s thinking styles, it is possible to identify and understand the cognitive dynamics within the team, resulting in:<br><br>
221 In a perfect world, everyone would always think logically and objectively, with the result that the best possible decisions would frequently be reached, at least to the extent that the sometimes conflicting objectives and desires of the participants (all too frequently rivals or worse) can be accommodated.<br><br>
223 Unfortunately, in the real world the already difficult competitive situations are all too frequently made even worse, and often impossibly so, by the fact that the individuals involved never get to arrive at factually based decisions because their own built-in impediments to logical thought prevent them from ever even seeing those facts. And the most dangerous part of this unfortunate scenario is that those most afflicted by this problem are almost invariably not only unaware that they are its victim, but are also frequently in a state of denial that they could possibly be so afflicted!<br><br>
225 No one is totally immune to this problem, so the simple act of confronting its scope and dimensions can prove very useful in allowing us to each recognize where and to what extent we are its victim, and thus begin the difficult process of disenthralling ourselves of these biases as the first necessary step in achieving our goal of becoming effective Decision Makers/Problem Solvers:<br><br>
335 Looking at this long list of ways in which logical thought about our real life problems can be compromised or even avoided altogether, and comparing it with the realization that
336 there is really only a single way of “doing it right” reinforces the perception that life, indeed, isn’t fair! Perhaps even worse is the realization that in some circumstances, even the
337 best of us may have no choice in the matter! For example, if you begin to feel sick or to experience certain physical symptoms, unless you’re a trained medical professional you
338 have little choice but to consult a doctor and then to rely upon his/her competence to get you through the crisis. And even if you are a trained medical professional it’s best that
339 you consult another expert anyway, else you can fall prey to the ancient dictum “The doctor who treats himself has a fool for a patient”. Of course if your situation is serious enough
340 you may consult several different doctors, and then will likely be confronted with the task of trying to reconcile possibly differing diagnoses and/or proposed treatments. Fortunately,
341 in this latter case the techniques we’re going to cover in this book can be productively employed to sort things out to arrive at the best possible problem solution after all!<br><br>
343 Finally, please note the close relationship (and in some cases actual overlap) of these Impediments To Logical Thought to the “Seller’s Gimmicks” we will cover when we consider the
344 REAP technique in Chapter 2, as well as to Dr. Downes’ list of Logical Errors provided when we discuss the subject of Formal Symbolic Logic in the Appendix. Together, these show
345 all of the multitude of ways in which the ignorant, incautious, or merely sloppy thinker can unwittingly stand in his/her own way of discovering the truth!
355 <strong>Click Here To Email Your Comments/Suggestions To</strong><font size=+2><font color="#0033FF"><a href="mailto:bradleym@eniinternet.com?subject=Reasoning And Decision Making Comments/Suggestions"> Milton N. Bradley</font></a>