LDR-203S: Collaborative Problem Solving
1. 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
2. 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
-
3. Systems of thinking: S1 - reactive thinking
S2- reflective thinking
4. 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.
5. 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 6. 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
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:
7. analytical thinking2: Cause and Effect
Complexity
Similarities and Differences
Possible Solutions and Alternatives
Associations and Disconnections
Steps within a Process
, LDR-203S: Collaborative Problem Solving
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.
8. 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
9. 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.
10. 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.
11. 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.
12. focus on weaknesses: Deliberate practice can be tailored to the individual and
focused on areas of weakness. During "train as you fight" performances the
, LDR-203S: Collaborative Problem Solving
individual will avoid situations in which he knows he is weak, and rightly so as there
is a desire to do one's best.
13. 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.
14. 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.
15. 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.
16. Cynefin Framework: simple domain complicated domain complex domain
chaotic domain
17. 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
1. 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
2. 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
-
3. Systems of thinking: S1 - reactive thinking
S2- reflective thinking
4. 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.
5. 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 6. 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
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:
7. analytical thinking2: Cause and Effect
Complexity
Similarities and Differences
Possible Solutions and Alternatives
Associations and Disconnections
Steps within a Process
, LDR-203S: Collaborative Problem Solving
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.
8. 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
9. 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.
10. 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.
11. 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.
12. focus on weaknesses: Deliberate practice can be tailored to the individual and
focused on areas of weakness. During "train as you fight" performances the
, LDR-203S: Collaborative Problem Solving
individual will avoid situations in which he knows he is weak, and rightly so as there
is a desire to do one's best.
13. 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.
14. 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.
15. 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.
16. Cynefin Framework: simple domain complicated domain complex domain
chaotic domain
17. 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
