LDR-203S: Collaborative Problem Solving Exam |Question and Answer| [ Version]

LDR-203S: Collaborative Problem Solving Exam |Question and Answer| [ Version] Metacognition "Thinking about thinking" or the ability to evaluate a cognitive task to determine how best to accomplish it, and then to monitor and adjust one's performance on that task metacognition examples -summon your prior knowledge -think aloud -ask yourself questions "what is confusing about this topi" -use writing -organize your thoughts -take notes from memory as you're reading (engages recall) -review your exams and analyze why you missed something -take a timeout -test yourself - Systems of thinking S1 - reactive thinking S2- reflective thinking System 1 thinking (S1) System 1 thinking is a vital decision-making tool that operates in the background of your mind. It aids you in supporting daily activities and making quick decisions. This type of thinking relies heavily on situational cues, prominent memories, trial and error, and heuristic thinking (e.g., discovering solutions for self) to arrive quickly and confidently at judgments. System 2 thinking (S2) System 2 thinking, or reflective thinking, is broad and informed problem-solving and deliberate decision making. It is useful for judgments in unfamiliar situations, for processing abstract concepts, and for deliberating when there is time for planning and more comprehensive consideration. Argument making is often part of the deliberation process when making System 2 thinking decisions analytical thinking When you think analytically, you are examining and thinking comprehensively about the different parts or details of something, in order to understand or explain it. However, you must realize that analytical thought is not simply left brain, logical activity. It's a wholebrain, purposeful, and necessary approach for developing ideas. For instance, when analyzing a concept, object, or problem, you may be required to consider the following: analytical thinking2 Cause and Effect Complexity Similarities and Differences Possible Solutions and Alternatives Associations and Disconnections Steps within a Process Relationships Between All Parts Trends Sequence of Events Examples 5 W's: Who, What, When, Where, Why Analytical thinking is time consuming and requires attention to detail. During times of quick reaction or with time sensitive issues, it is not recommended to use analytical thinking to solve a problem. As an NCO and leader, it is essential to know when to consider taking your time to solve the problem or when to make the call when an issue is time sensitive. adaptive thinking Adaptive thinking refers to the cognitive behavior one demonstrates when confronted by unanticipated circumstances during the execution of a planned activity (e.g. military operations, emergencies). Developing adaptive thinking does not occur in controlled, predictable, or calm reflective environments. Rather, it occurs in complex, challenging, and often stressful situations and requires deliberate practice and repetition. Deliberate practice differs from simply exercising a skill or ability since it involves the following: Repetition focused feedback immediacy focus on weaknesses Repetition Task performance occurs repetitively rather than at its naturally occurring frequency. A goal of deliberate practice is to develop habits that operate expertly and automatically. If appropriate situations occur relatively infrequently or are widely spaced apart while performing "as you fight" they will not become readily habitual. focused feedback Task performance is evaluated by the coach or learner during performance. There is a focus on the critical parts of how one does the task and constructive criticism is provided at regular intervals. immediacy After feedback is provided on task performance, there is an immediate repetition so the task can be performed more in accordance with expert norms. focus on weaknesses Deliberate practice can be tailored to the individual and focused on areas of weakness. During "train as you fight" performances the individual will avoid situations in which he knows he is weak, and rightly so as there is a desire to do one's best. efficiency innovation This type of innovation focuses on identifying new ideas for improving what already exists. This approach requires minimal investment since the team is building on the past and only looking for small changes to what is currently being done. These innovations are lower-impact improvements or adaptations of an organization's existing products, services, programs, or processes. The strategy for Efficiency Innovation is usually to cut costs, reduce cycle time, improve quality, offset a competitor's move, or attract new customers. Typically, only small gains are realized. evolutionary innovation This type of innovation focuses on identifying ideas that represent something "distinctly new and improved." An example of an Evolutionary Innovation is the introduction of automatic banking machines that transformed the way banks viewed their staffing needs and shifted banking from set hours to banking at any hour. Evolutionary Innovation requires the team to look more broadly than cost-savings initiatives and see the "bigger picture" of what is really needed in the organization. Instead of duplicating what already exists, the team must look for new ways to bring value to the organization and its customers through new and improved products, services, and processes which can change the way customers relate to the organization or the way work is processed within the organization. revolutionary innovation This type of innovation focuses on radically new and better ideas that may dismantle the existing structure of the organization. For example, McDonald's fast-food approach changed the restaurant business. Disney's unique characters and interactive theme parks changed the entertainment business. MP3 technology revolutionized the music sales industry. Cynefin Framework simple domain complicated domain complex domain chaotic domain Simple Domain The simple (obvious) domain is characterized by stability and clear cause-and-effect relationships that are seen by everyone and are always going to be the same. Often, the one right answer is self-evident and undisputed since patterns are recognizable (if you do X, you're always going to get Y). Known-Knowns Sense, Categorize, Respond complicated domain In the complicated domain, there is a relationship between cause and effect; however, not everyone may be able to see it, so analysis or expertise is required. This domain may contain multiple right answers, many of which may be excellent. Therefore, good practice (as opposed to best practice) is more ap