LDR-203S: Collaborative Problem Solving
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Terms in this set (95)
"Thinking about thinking" or the ability to evaluate a
cognitive task to determine how best to accomplish
Metacognition
it, and then to monitor and adjust one's performance
on that task
-summon your prior knowledge
-think aloud
-ask yourself questions "what is confusing about this
topi"
-use writing
-organize your thoughts
metacognition examples -take notes from memory as you're reading
(engages recall)
-review your exams and analyze why you missed
something
-take a timeout
-test yourself
-
S1 - reactive thinking
Systems of thinking
S2- reflective thinking
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
System 1 thinking (S1) 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, or reflective thinking, is broad
and informed problem-solving and deliberate
decision making. It is useful for judgments in
unfamiliar situations, for processing abstract
System 2 thinking (S2)
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
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
analytical thinking thought is not simply left brain, logical activity. It's a
whole-brain, purposeful, and necessary approach
for developing ideas. For instance, when analyzing a
concept, object, or problem, you may be required
to consider the following:
, 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
analytical thinking2
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 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
adaptive thinking
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
, Task performance occurs repetitively rather than at
its naturally occurring frequency. A goal of
deliberate practice is to develop habits that operate
Repetition 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.
Task performance is evaluated by the coach or
learner during performance. There is a focus on the
focused feedback critical parts of how one does the task and
constructive criticism is provided at regular
intervals.
After feedback is provided on task performance,
immediacy there is an immediate repetition so the task can be
performed more in accordance with expert norms.
Deliberate practice can be tailored to the individual
and focused on areas of weakness. During "train as
focus on weaknesses 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.
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
efficiency innovation
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.
5.0 (1 review)
Save
Terms in this set (95)
"Thinking about thinking" or the ability to evaluate a
cognitive task to determine how best to accomplish
Metacognition
it, and then to monitor and adjust one's performance
on that task
-summon your prior knowledge
-think aloud
-ask yourself questions "what is confusing about this
topi"
-use writing
-organize your thoughts
metacognition examples -take notes from memory as you're reading
(engages recall)
-review your exams and analyze why you missed
something
-take a timeout
-test yourself
-
S1 - reactive thinking
Systems of thinking
S2- reflective thinking
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
System 1 thinking (S1) 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, or reflective thinking, is broad
and informed problem-solving and deliberate
decision making. It is useful for judgments in
unfamiliar situations, for processing abstract
System 2 thinking (S2)
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
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
analytical thinking thought is not simply left brain, logical activity. It's a
whole-brain, purposeful, and necessary approach
for developing ideas. For instance, when analyzing a
concept, object, or problem, you may be required
to consider the following:
, 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
analytical thinking2
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 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
adaptive thinking
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
, Task performance occurs repetitively rather than at
its naturally occurring frequency. A goal of
deliberate practice is to develop habits that operate
Repetition 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.
Task performance is evaluated by the coach or
learner during performance. There is a focus on the
focused feedback critical parts of how one does the task and
constructive criticism is provided at regular
intervals.
After feedback is provided on task performance,
immediacy there is an immediate repetition so the task can be
performed more in accordance with expert norms.
Deliberate practice can be tailored to the individual
and focused on areas of weakness. During "train as
focus on weaknesses 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.
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
efficiency innovation
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.
