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A Short Guide to Building Your Team’s Critical Thinking Skills

• Matt Plummer

Critical thinking isn’t an innate skill. It can be learned.

Most employers lack an effective way to objectively assess critical thinking skills and most managers don’t know how to provide specific instruction to team members in need of becoming better thinkers. Instead, most managers employ a sink-or-swim approach, ultimately creating work-arounds to keep those who can’t figure out how to “swim” from making important decisions. But it doesn’t have to be this way. To demystify what critical thinking is and how it is developed, the author’s team turned to three research-backed models: The Halpern Critical Thinking Assessment, Pearson’s RED Critical Thinking Model, and Bloom’s Taxonomy. Using these models, they developed the Critical Thinking Roadmap, a framework that breaks critical thinking down into four measurable phases: the ability to execute, synthesize, recommend, and generate.

With critical thinking ranking among the most in-demand skills for job candidates , you would think that educational institutions would prepare candidates well to be exceptional thinkers, and employers would be adept at developing such skills in existing employees. Unfortunately, both are largely untrue.

• Matt Plummer (@mtplummer) is the founder of Zarvana, which offers online programs and coaching services to help working professionals become more productive by developing time-saving habits. Before starting Zarvana, Matt spent six years at Bain & Company spin-out, The Bridgespan Group, a strategy and management consulting firm for nonprofits, foundations, and philanthropists.  

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Critical thinking training: 5 key lessons for employees

Employers participating in the AAC&U’s periodic surveys consistently rank critical thinking as one of the most vital skills for success in the workplace. The 2020 survey ranked it second in importance only to the ability to work effectively in teams. 

The survey also found that while 60% of employers rated critical thinking skills as very important, only 39% agreed that recent college graduates have been well prepared by the training on critical thinking they received in school. 

This is one of the main reasons critical thinking training is growing in demand among organizations across sectors. Learning and development leaders are tasking their teams with determining what it would take to develop critical thinking skills in the workplace, at scale.  

Critical thinking training in the workplace

Critical thinking refers to the act of analyzing evidence, observations, and arguments to form a judgment. It often requires the conceptualizing and synthesizing of information. Specific skills that are commonly addressed in critical thinking training include:

• Identifying a problem or question
• Using more than one strategy to approach a problem
• Gathering relevant data, opinions, and observations
• Analyzing, interpreting, and evaluating data
• Understanding patterns and connecting ideas
• Making inferences from data
• Thinking creatively
• Practicing self-reflection, self-regulation, and open-mindedness
• Identifying assumptions and biases
• Identifying and evaluating alternative courses of action
• Anticipating the possible outcomes of different actions
• Testing hypotheses
• Making data-based decisions

While some personality traits are particularly conducive to critical thinking, such as curiosity and creativity, employees without these traits can benefit greatly from critical thinking training. The five lessons below are an excellent starting point for organizations looking to develop this skillset in their workforce. 

Common Cognitive Pitfalls in Decision-Making | Liv Boeree

Guarding against the possibility of biases influencing one’s decisions is a key principle that is often discussed in critical thinking training. In her Big Think+ class, Liv Boeree — international poker champion — addresses several cognitive pitfalls that can result in faulty decisions. Watch the clip below to learn more. 

As Boeree described, confirmation bias is the tendency to overvalue evidence that confirms one’s existing beliefs, and undervalue evidence that contradicts them. She later goes on to explain status quo bias, which reflects the natural human aversion to change and is defined as a preference for how things have been done previously. 

There is also the sunk cost fallacy, which refers to the act of making decisions based on previously invested resources rather than desired outcomes for the future. For example, some organizations cling to legacy systems, creating a nightmarish patchwork of fixes before eventually reaching the conclusion that it’s time to scrap the old and embrace the new. 

Open to Think | Dan Pontefract

In his book, Open to Think , award-winning author and professor Dan Pontefract describes “open thinking” as a cyclical process which involves creative thinking (dreaming), critical thinking (deciding), and applied thinking (doing). 

The first stage in the process involves generating new ideas unrestricted by constraints. Then in the critical thinking stage, one evaluates and makes data-driven, fact-based decisions about the ideas generated through creative thinking. Finally, applied thinking operationalizes the decisions resulting from critical thinking. 

Our thinking is only as good as our ability to continually challenge and question. Dan Pontefract

This dream-decide-do cycle can be repeated as many times as needed to improve outcomes. The true power of the model lies in its iterative nature because it allows for the possibility of failure, treating it as a learning experience and opportunity for improvement. 

Let Information Permeate Your Organization | Andrew McAfee

Effective critical thinking doesn’t just rely on the individual thinker. In order for the skill to thrive among individuals, information must flow freely throughout the organization. And employees must have the support of their supervisors in using that information.  

Andrew McAfee, MIT scientist and author of Machine, Platform, Crowd , says that in the Information Era, managers should no longer act as gatekeepers of information. Today’s technology makes it easy to distribute data throughout all levels of an organization. Watch the clip below to learn more. 

If the marketing team has information that would be useful to the sales or product teams, that information should be easily accessible by all. And as McAfee suggests, team leaders can provide specific suggestions for how to best make use of the information. These are key strategies that leaders can learn in critical thinking training. 

The Art of Perception | Amy Herman

Amy Herman — art historian, attorney, and author of The Art of Perception — offers a unique model for thinking critically about observations that she refers to as the “Four As of Visual Intelligence.” Herman defines visual intelligence as the ability to assess, analyze, articulate, and adapt to visual information in one’s environment.

• Assessing your situation involves consciously making observations and determining what information can be extracted from them. Herman suggests asking others to share their observations, as no two people interpret things the same way.
• To analyze the information is to examine it closely and decide what is important and necessary. 
• To articulate one’s observations is to describe in words the important observations and the information they provide. 
• Finally, adapt to the situation by making a purposeful decision based on the information from the previous steps, and act on that decision.

In her Big Think+ class, Herman suggests consciously practicing the Four As until they become automatic. This develops a mindset of applying critical thinking skills to make sense of information in the world around us. 

Making Complex Decisions | Lawrence Summers

Decision-making can be challenging, especially for employees who are new to roles that require planning and strategizing. For this reason, it’s wise to include instruction on decision-making in critical thinking training. 

In his Big Think+ class, economist and former director of the U.S. National Economic Council, Lawrence Summers, addresses a key aspect of critical thinking — the ability to be analytical in choosing among different courses of action. 

Summers applies a scientific method to making complex decisions that’s grounded in thinking in terms of alternatives. It begins with identifying alternatives to a proposed solution without making any assumptions initially as to which is best. Each alternative is then analyzed from the standpoint of feasibility and the likely consequences of implementation. Then, a judgment is made as to which of the feasible alternatives will produce the most desirable outcomes. 

The core challenge, as Summers sees it, is to separate what one would like to be true from what, in fact, is true. Only by understanding what is true is it possible to accurately evaluate the consequences of alternative courses of action. 

The benefits of critical thinking training

In today’s business environment where rapid technological innovation is fueling an abundance of information, success depends on strong critical thinking skills. Critical thinking training can improve a person’s ability to come up with innovative solutions and build onto ideas expressed by others. It enhances the creative and collaborative processes that teams work through on a daily basis. 

Meetings become more productive when there is greater clarity and depth of thought, and management is more effective when leaders are able to distinguish between emotion and logic. Organization-wide, critical thinking leads to fewer errors in judgment and better overall decision-making. These are just a few of the ways that both individuals and organizations can benefit from critical thinking training. 

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Critical Thinking Cornell Certificate Program

Overview and courses.

Have you ever known a very intelligent person who made a very bad decision?

Critical problem solving is both a discipline and a skill; one that even very smart people can benefit from learning. Careful thought around decisions can help your teams and organizations thrive. And in today’s age of automation, it’s never been a more essential mindset to develop at every level of a company.

In this certificate program, you will practice a disciplined, systematic approach to problem solving. You will learn how to deeply analyze a problem, assess possible solutions and associated risks, and hone your strategic decision-making skills by following a methodology based on tested actions and sound approaches. Whether you’re interested in preparing for a management role or already lead an execution function, you’ll come away better equipped to confidently tackle any decision large or small, make a compelling business case, and apply influence in your organization in a way that creates the optimal conditions for success.

The courses in this certificate program are required to be completed in the order that they appear.

This program includes a year of free access to Symposium! These events feature several days of live, highly participatory virtual Zoom sessions with Cornell faculty and experts to explore the most pressing leadership topics. Symposium events are held several times throughout the year. Once enrolled in your program, you will receive information about upcoming events.

Throughout the year, you may participate in as many sessions as you wish. Attending Symposium sessions is not required to successfully complete the certificate program.

Course list

Problem-solving using evidence and critical thinking.

Have you ever known a very intelligent person who made a very bad decision? If so, you know that having a high IQ does not guarantee that you automatically make critically thoughtful decisions. Critically thoughtful problem-solving is a discipline and a skill—one that allows you to make decisions that are the product of careful thought, and the results of those decisions help your team and organization thrive.

In this course you will practice a disciplined, systematic approach to problem solving that helps ensure that your analysis of a problem is comprehensive, is based on quality, credible evidence, and takes full and fair account of the most probable counterarguments and risks. The result of this technique is a thoroughly defensible assessment of what the problem is, what is causing it, and the most effective plan of action to address it. Finally, you will identify and frame a problem by assessing its context and develop a well-reasoned and implementable solution that addresses the underlying causes.

Making a Convincing Case for Your Solution

When trying to persuade someone, the tendency is to begin in advocacy mode—for example: “Here's something I want you to agree to.” Most people do not react positively to the feeling of being sold something. The usual reaction is to literally or figuratively start backing up. To make a convincing case, it is more effective to engage with the decision maker as a partner in problem-solving. This makes your counterpart feel less like someone is trying to get them to buy something and more like you are working together to bring about an outcome that is desirable to both parties. Begin by asking yourself: “What is the problem you and the decision maker are solving together?”

By the end of this course, you will have learned how to deeply analyze a problem, possible solutions, and the associated risks as well as the most persuasive and efficient ways of presenting your proposal.

You are required to have completed the following course or have equivalent experience before taking this course:

• Solve Problems Using Evidence and Critical Thinking

Strategic Decision Making

The ability to make effective and timely decisions is an essential skill for successful executives. Mastery of this skill influences all aspects of day-to-day operations as well as strategic planning. In this course, developed by Professor Robert Bloomfield, Ph.D. of Cornell University's Johnson Graduate School of Management, you will hone your decision-making skills by following a methodology based on tested actions and sound organizational approaches. You will leave this course better equipped to confidently tackle any decision large or small, and you'll do so in a way that creates the optimal conditions for success.

Navigating Power Relationships

Leaders at every level need to be able to execute on their ideas. In virtually every case, this means that leaders need to be able to persuade others to join in this execution. In order to do so, understanding how to create and utilize power in an organization is critical.

In this course, developed by Professor Glen Dowell, Ph.D., of Cornell University's Johnson Graduate School of Management, students will focus on their personal relationship with power as well as how power works in their organization and social network.

Project Management Institute (PMI ® ) Continuing Certification : Participants who successfully complete this course will receive 6 Professional Development Units (PDUs) from PMI ® . Please contact PMI ® for details about professional project management certification or recertification.

Interpreting the Behavior of Others

Applying strategic influence.

Being able to influence others is the most fundamental characteristic of an effective leader, but many people in positions of power don't know specifically how they are influencing others' behavior in positive directions. They let it happen by chance or use their formal authority—getting people to do things because “the boss said so.” But as leaders gets promoted within their organization, using formal authority becomes less effective as they not only need to influence subordinates, but also peers, external stakeholders, and superiors.  In this course, Professor Filipowicz explores the three complementary levels of influence. First, you will explore heuristics, or rules of thumb, that people use in order to make decisions. Next, you will learn how to influence through reciprocity by uncovering what the person you want to influence wants and needs. Lastly, you will learn how to alter the social and physical environment in order to get the change in behavior you want. By the end of this course, you'll have the skills to consistently draw out the desired behaviors from your team and from those around you. 

Leadership Symposium   LIVE

Symposium sessions feature three days of live, highly interactive virtual Zoom sessions that will explore today’s most pressing topics. The Leadership Symposium offers you a unique opportunity to engage in real-time conversations with peers and experts from the Cornell community and beyond. Using the context of your own experiences, you will take part in reflections and small-group discussions to build on the skills and knowledge you have gained from your courses.

Join us for the next Symposium in which we’ll discuss the ways that leaders across industries have continued engaging their teams over the past two years while pivoting in strategic ways. You will support your coursework by applying your knowledge and experiences to relevant topics for leaders. Throughout this Symposium, you will examine different areas of leadership, including innovation, strategy, and engagement. By participating in relevant and engaging discussions, you will discover a variety of perspectives and build connections with your fellow participants from various industries.

Upcoming Symposium: June 4-6, 2024 from 11am – 1pm ET

• Building a Culture of Collaboration
• Identifying Common Barriers to Performance
• Setting Yourself Up For Successful Buy-in

All sessions are held on Zoom.

Future dates are subject to change. You may participate in as many sessions as you wish. Attending Symposium sessions is not required to successfully complete any certificate program. Once enrolled in your courses, you will receive information about upcoming events. Accessibility accommodations will be available upon request.

How It Works

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Faculty Authors

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Risa Mish is professor of practice of management at the Johnson Graduate School of Management. She designed and teaches the MBA Core course in Critical and Strategic Thinking, in addition to teaching courses in leadership and serving as faculty co-director of the Johnson Leadership Fellows program.

She has been the recipient of the MBA Core Faculty Teaching Award, selected by the residential program MBA class to honor the teacher who “best fosters learning through lecture, discussion and course work in the required core curriculum”; the Apple Award for Teaching Excellence, selected by the MBA graduating classes to honor a faculty member who “exemplifies outstanding leadership and enduring educational influence”; the “Best Teacher Award”, selected by the graduating class of the Cornell-Tsinghua dual degree MBA/FMBA program offered by Johnson at Cornell and the PBC School of Finance at Tsinghua University; the Stephen Russell Distinguished Teaching Award, selected by the five-year MBA reunion class to honor a faculty member whose “teaching and example have continued to influence graduates five years into their post-MBA careers”; and the Globe Award for Teaching Excellence, selected by the Executive MBA graduating class to honor a faculty member who “demonstrates a command of subject matter and also possesses the creativity, dedication, and enthusiasm essential to meet the unique challenges of an EMBA education.”

Mish serves as a keynote speaker and workshop leader at global, national, and regional conferences for corporations and trade associations in the consumer products, financial services, health care, high tech, media, and manufacturing industries, on a variety of topics, including critical thinking and problem solving, persuasion and influence, and motivating optimal employee performance. Before returning to Cornell, Mish was a partner in the New York City law firm of Collazo Carling & Mish LLP (now Collazo Florentino & Keil LLP), where she represented management clients on a wide range of labor and employment law matters, including defense of employment discrimination claims in federal and state courts and administrative agencies, and in labor arbitrations and negotiations under collective bargaining agreements. Prior to CC&M, Mish was a labor and employment law associate with Simpson Thacher & Bartlett in New York City, where she represented Fortune 500 clients in the financial services, consumer products, and manufacturing industries. She is admitted to practice before the U.S. Supreme Court and state and federal courts in New York and Massachusetts.

Mish is a member of the board of directors of SmithBucklin Corporation, the world’s largest trade association management company, headquartered in Chicago and TheraCare Corporation, headquartered in New York City. She formerly served as a Trustee of the Tompkins County Public Library, Vice Chair of the board of directors of the Community Foundation of Tompkins County, and member of the board of directors of the United Way of Tompkins County.

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Glen Dowell is an Associate Professor of Management and Organizations at the Johnson Graduate School of Management, Cornell University. He researches in the area of corporate sustainability, with a focus on firm environmental performance. Recent projects have investigated the effect of local demographic factors on changes in pollution levels, the role of corporate merger and acquisition in facilitating changes in facility environmental performance, and the relative influence of financial return and disruption on the commercial adoption of energy savings initiatives.

Professor Dowell’s research has been published in Management Science, Organization Studies, Advances in Strategic Management, Strategic Management Journal, Organization Science, Journal of Management, Industrial and Corporate Change, Journal of Business Ethics, and Administrative Science Quarterly. He is senior editor at Organization Science and co-editor of Strategic Organization, is on the editorial boards of Strategic Management Journal and Administrative Science Quarterly, and represents Cornell on the board of the Alliance for Research in Corporate Sustainability (ARCS). He is also the Division Chair for the Organizations and Natural Environment Division of the Academy of Management.

Professor Dowell teaches Sustainable Global Enterprise and Critical and Strategic Thinking. He is a faculty affiliate for the Center for Sustainable Global Enterprise and a faculty fellow at the Atkinson Center for a Sustainable Future.

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Since coming to the Johnson Graduate School of Management in 1991, Robert J. Bloomfield has used laboratory experiments to study financial markets and investor behavior. He has also published in all major business disciplines, including finance, accounting, marketing, organizational behavior, and operations research. Professor Bloomfield served as director of the Financial Accounting Standards Research Initiative (FASRI), an activity of the Financial Accounting Standards Board, and is an editor of a special issue of Journal of Accounting Research dedicated to Registered Reports of empirical research. Professor Bloomfield has recently taken on editorship of Journal of Financial Reporting, which is pioneering an innovative editorial process intended to broaden the range of research methods used in accounting, improve the quality of research execution, and encourage the honest reporting of findings.

• Management Accounting for Leaders
• Management Accounting

Allan Filipowicz is clinical professor of management and organizations at the Samuel Curtis Johnson Graduate School of Management at Cornell University. Professor Filipowicz’s research focuses on how emotions drive or impede leadership effectiveness, at both the intrapersonal and interpersonal levels. Within this domain, he studies the relationship between emotions and risky decision making; the influence of humor on both leadership and negotiation effectiveness; the impact of emotional transitions in negotiations; and the relationship between genes, chronotype (morningness–eveningness) and performance. His work has been published in the Journal of Personality and Social Psychology, Journal of Behavioral Decision Making, Journal of Operations Management, International Journal of Forecasting, Creativity Research Journal, Journal of Circadian Rhythms, and Scientific Reports.

Professor Filipowicz teaches Managing and Leading Organizations (recently winning a Best Core Faculty Award), Negotiations, Executive Leadership and Development, Leading Teams, and Critical and Strategic Thinking. He has taught executives across the globe, from Singapore to Europe to the US, with recent clients including Medtronic, Bayer, Google, Pernod Ricard, and Harley-Davidson. Professor Filipowicz received his PhD from Harvard University. He holds an MBA from The Wharton School, an MA in International Affairs from the University of Pennsylvania, and degrees in electrical engineering (MEng, BS) and economics (BA) from Cornell University. His professional experience includes banking (Bankers Trust, New York) and consulting, including running his own boutique consulting firm and four years with The Boston Consulting Group in Paris.

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Key Course Takeaways

• Respond decisively and consistently when faced with situations that require a decision
• Assess the context of the problem
• Summarize your analysis of the problem
• Analyze potential solutions from multiple perspectives
• Build a compelling business case for your solution
• Improve your ability to exercise influence in your organization and activate your network to achieve goals
• Establish responsibilities and accountabilities to ensure effective follow-through on decisions made

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What You'll Earn

• Critical Thinking Certificate from Cornell Johnson Graduate School of Management
• 60 Professional Development Hours (6 CEUs)
• 38 Professional Development Units (PDUs) toward PMI recertification
• 30 Professional Development Credits (PDCs) toward SHRM-CP and SHRM-SCP recertification
• 30 Credit hours towards HRCI recertification

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Who should enroll.

• C-level executives, VPs, managers
• Industry leaders with 2-10+ years experience
• Mid-level professionals looking to move into leadership roles
• Engineers and designers leading projects
• Consultants or analysts
• Anyone whose work involves devising, proposing, and defending evidence-based solutions

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Why critical thinking ?

In the fast-paced and dynamic landscape of modern business, the ability to make informed decisions and solve complex problems is paramount. Corporations recognize the significance of cultivating a culture of critical thinking within their leadership ranks. There are several compelling reasons why corporate executives should undergo specialized training in critical thinking.

A Foundational Skill for decision making and problem solving

Critical thinking is essential for making good decisions and solving problems effectively.  Executives who possess this skill can confidently navigate complex challenges, address issues from multiple perspectives and solve problems and make decisions based on evidence while reasoning logically and sidestepping cognitive biases and fallacies.

Prevent Expensive Mistakes

The cost of mistakes resulting from poor decision-making processes can be exorbitant for organizations. Training executives in critical thinking serves as a proactive measure, reducing the likelihood of costly errors and fostering a culture of prudence.

360-Degree View

At the heart of critical thinking lies the ability to adopt a 360-degree view of problems and decisions. Executives trained in critical thinking transcend surface-level analysis, delving into the depths of issues by considering a myriad of factors. This holistic perspective encompasses evidence, assumptions, implications, and stakeholder views, providing a comprehensive understanding that is essential for effective decision-making

Reasoning from Evidence

Critical thinking instills a disciplined approach to reasoning from evidence. Executives learn to systematically analyze information, identify patterns, and draw meaningful conclusions. This evidence-based reasoning serves as a cornerstone for making well-informed decisions, ensuring that choices align with the available facts.

Evaluating Decision Options

Executives trained in critical thinking excel in evaluating multiple decision options against predefined criteria, assumptions, implications, and implementation risks. This structured approach ensures that decisions align with the organization's strategic objectives.

Enhanced Communication Skills

Critical thinking sharpens communication skills, enabling executives to articulate ideas with precision and clarity. This minimizes ambiguity and dispels vague terms, fostering a transparent and efficient communication environment within the organization

Mitigating Cognitive Biases

A critical thinker is not only aware of cognitive biases but also adept at mitigating their impact. Executives learn to recognize and counteract biases that may cloud judgment, promoting objective decision-making. This heightened self-awareness safeguards against potential pitfalls, fostering a culture of rational and impartial choices

Becoming persuasive communicators

Training in critical thinking imparts the skill of logically persuasive communication. Executives learn to construct arguments based on sound reasoning, adopting Barbara Minto's pyramid principle. This not only enhances the persuasiveness of their communication but also facilitates effective collaboration within teams.

Making inferences and reasoning logically

Executives equipped with critical thinking skills excel in making accurate inferences through logical reasoning. They learn to connect the dots, discern causation from correlation, and avoid fallacious reasoning. This logical prowess enables them to navigate the complexities of decision-making with precision and confidence.

Consideration of Assumptions and Implications

Critical thinking training emphasizes the importance of scrutinizing assumptions and evaluating potential implications. Executives learn to identify and challenge assumptions underlying their decisions, ensuring that choices are grounded in a solid foundation. By considering the broader implications, they can anticipate potential consequences and make decisions that align with long-term organizational goals

Stakeholder Engagement

Critical thinking extends beyond individual analysis to incorporate diverse perspectives. Executives learn to engage with stakeholders, valuing their insights and incorporating varied viewpoints into the decision-making process. This inclusive approach enhances the quality of decisions and fosters a collaborative organizational culture.

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Facilitator and Founder : A.S.Prasad

A.S.Prasad is a management graduate from Indian Institute of Management, Ahmedabad (1981-83), Guest faculty at IIM Indore, IIM Nagpur, IMT Ghaziabad, IIM Rohtak and NIFT. He has been executing multiple corporate training programs and workshops in several educational institutions every year. Since 2013 over 4000 people have attended his critical thinking classes and workshops. 

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We leverage HBS Online’s programs to reach employees and executives across our global organization. Participants develop a practical understanding of critical topics like strategic thinking, innovation, management, finance, and negotiations – all rooted in a social learning environment. This approach has made them more effective and engaged members of our organization, and eager to learn more.

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• Critical Thinking Skills for Leaders

Critical Thinking training to improve your problem solving, decision making and overall performance

This Critical Thinking course teaches critical thinking methods to generate new ideas, solve problems and make better decisions. Managers learn to implement team critical thinking skills. The course is customized to give direction for managers and supervisors to develop their ability to coach, mentor and integrate the use of critical thinking skills within their teams and departments. The course is typically given in a two-day training session, however, session time can be adjusted to focus on developing specific skills and understanding as determined by your training objectives.

Critical thinking is systematic thinking. Using a structured step-by-step process, critical thinking involves asking the right questions and expanding your understanding to improve both the process and the products of thinking. By understanding this process and developing the skills for critical thinking, everyone benefits. To maximize effectiveness, every manager must be able to incorporate critical thinking into their management process.

This highly interactive workshop provides tips, techniques, and thought exercises that develop critical thinking skills.

Who Should Attend

Supervisors, managers and executives who want to build and expand their thinking skills to fully consider all sides of an issue and anticipate a broader range of possibilities. This course is for anyone required to handle both daily and “big picture” issues effectively.

Training Benefits

• Learn more effective ways of thinking to generate new ideas, solve problems, make decisions and serve customers better
• Using smart thinking to manage conflict, make presentations,and plan meetings
• Shift to the most appropriate thinking style for any situation
• Complete tasks faster, make fewer mental mistakes
• Develop skills to deal with new problems and manage change effectively
• Develop organizational strategies to maximize intellectual capital and strategies for improvement

Overview of Course Topics and Learning Points

• Know how to apply the principles of thinking
• Tap into personal and team true thinking potential
• Using the Socratic Method of questioning to get answers and think through options
• Capitalize on diversity in thinking and break down barriers to innovation
• Determine how to ask the right questions and challenge assumptions
• Understand how to apply new problem solving and decision making skills
• Know how to expand perceptions about situations and problems
• Use clear thinking to influence
• Identify how to know what you don’t know
• Capitalize on the creativity of others

To receive more information about this training call toll free at 877-385-5515. 

Featured Trainers in Leadership and Management

• Adrienne Edmondson
• Anna DeBattiste
• Carlos Conejo
• Craig Coble
• Derek Taylor
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A Psych Perspective: How to Train for Critical Thinking

Competency and critical thinking.

Critical thinking is quickly becoming one the most highly valued hiring traits employers look for in job candidates, but defining it is easier said than done. According to the Foundation of Critical Thinking it’s the “awakening of the intellect to the study of itself”.  The Oxford Dictionary defines critical thinking as  “the objective analysis and evaluation of an issue in order to form a judgment”. While descriptive, both definitions are philosophical in nature and leave a lot up to interpretation.

Thankfully, the Foundation of Critical Thinking broke the concept down a little further into five discernable traits.

• A critical thinker is able raise questions about a topic and see potential problems in a solution.
• Good critical thinkers have the ability to gather and assess any and all relevant information whether they agree with it or not.
• After studying pertinent information, a critical thinker can then perform tests with the collected data and come to well-reasoned conclusions on the matter at hand.
• A critical thinker is always open-minded and can look at alternatives despite what their personal feelings may be.
• Critical thinkers are willing to have conversations with others to find solutions to problems they are investigating.

As far as hiring decisions, these behavioral descriptions allow employers to thoughtfully separate promising candidates from exemplary candidates. But, critical thinking isn’t the only cognitive faculty we should consider.

Knowledge Retention vs. Critical Thinking

Another avenue of information gathering and assessing comes in the form of knowledge retention: essentially, capturing data to be used at a later date. And there’s an important distinction between the two. When trying to develop these cognitive faculties, corporate training teams have to use much different training strategies. Knowledge retention is used to apply information to well-known scenarios, often without evaluating the information and its relevancy to a situation. Critical thinking, on the other hand, allows an individual to analyze the information they have been given and apply it to novel scenarios. So, being able to think critically may be preferred to retaining knowledge when it comes to avoiding human error. Let’s face it, even the best experts in the world make mistakes, but being of the mind to evaluate information and ask multiple people questions about the same topic can help eliminate those outliers from being costly.

Why It Matters

With workplaces and job roles quickly changing and evolving with the emergence of new technology, helping employees tap into their critical thinking skills better prepares them to change with the times. Valuing critical thinking and nourishing it allows employees to stay ahead of the curve and grow as you grow by being able to think of solutions to problems, relying on logic and keeping emotion at bay when making major company decisions.

eLearning Strategies Critical Thinking

There are a few ways to go about training employees to be better critical, but one of the most effective ways to go about it is to break it down into tangible behaviors. Focus on the explicit skills needed to think critically (e.g., analysis, deductive logic, comparisons, etc.) and then create a custom training strategy around developing those skills. For instance, you could create an eLearning experience that simulates realistic decision-based situations in which learners can apply those skills.

Supplementing the critical thinking skill training with social learning tactics tends to improve the results further by providing opportunities to answer tough questions. For instance, you can use the influence of social affirmation to reinforce concepts through group conversations, debate, or peer teaching models in either an instructor-led training setting or VILT. Learning isn’t always about the instructor or the course itself, but the individuals taking it and applying it to their own working knowledge. Debate allows for many perspectives to be seen and heard. It also opens the door for reflection on the course and its content.

Individual characteristics will certainly play into learners’ ability to develop effective critical thinking skills. So, you may see performance vary among your employees. But any step your learners can make toward improving critical thinking will surely be a definite win.

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Critical Thinking

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Impact on the Organization

Critical thinking has become an essential skill in business today. Most environments are fraught with uncertainty and often there is no one solution or answer in a given situation. As a result, it is critical to think beyond the “obvious” and take the time to assess the situation and make a good decision. This module introduces a five-step critical thinking process that ensures all alternatives and their likely consequences are assessed, which greatly improves the likelihood of good results. Participants are challenged with company cases and examples throughout the module to gain the skill level to think critically about their work.

Learning Objectives

• Understand what “critical thinking” is and why it’s so important.
• Learn the steps to thinking “critically” and getting beyond the obvious and customary.
• Practice the skills of critical thinking – including gathering the facts and asking the “right” questions, generating alternatives that are not so obvious, assessing the options in light of their likely consequences, and managing the transition to something new and different.
• Address real issues and problems in in today’s workplace.
• Get feedback from others on the thinking used in practice sessions.

Program Description

This module introduces a proven four-step Critical Thinking Process called “FACTS” that helps participants think clearly and critically about even the most difficult or chronic problems. Using real cases and examples, participants learn specific techniques for getting at the “facts,” and beyond what is obvious, to make sure they are thinking about the “right” things. They then learn to generate alternatives, often unique and different ones, and ways to assess them in light of the likely, as well as inadvertent, consequences. The participants also learn the keys to building consensus for the preferred solution, which due to its uniqueness, may be a challenge. Finally, participants deliver a clear, concise presentation of their proposal – and its likely consequences.

Time Investment

Typically 4 hours

Customization

This program can be customized to include your organization’s procedures, policies, cases, examples and terminology. Kindly inquire about these consulting services.

How to Promote Critical Thinking in the Workplace

What is critical thinking? Critical thinking is a process of objective evaluation of facts and the consideration of possible solutions to problems. According to the  Foundation for Critical Thinking , the concept dates back to early methods of questioning to achieve knowledge practiced by the Ancient Greek philosopher Socrates. Today, organizations value critical thinking as a means to greater innovation and improved problem-solving. In fact, the skill is deemed so important that a  survey  of leading chief human resource officers conducted by the World Economic Forum found that critical thinking will be the second most important skill in the workplace by 2020, second only to complex problem-solving skills.

Critical thinking is important because it helps individuals and teams more effectively diagnose problems and identify possible solutions that aren’t entirely obvious at first. In addition, critical thinking can help resolve conflicts in the workplace. When individuals consider a range of possible approaches to solving a problem rather than relying on bias or snap judgments, they are more likely to arrive at a better solution.

Ways to Promote Critical Thinking in the Workplace

Some ways you can promote critical thinking in the workplace involve making changes in your workplace culture; others involve training. Here are five ways to encourage critical thinking in your organization.

1. Hire and Promote Critical Thinkers

An important first step to building organizational strength in critical thinking is to hire individuals who are already strong in that area. Behavioral interviewing is an effective way to gauge a candidate’s strengths in critical evaluation and analysis. In addition, when you make critical thinking a desired competency for leadership and promotion, you begin to build a pipeline of talented critical thinkers.

2. Build a Culture of Learning

It’s critical to create an environment where the behaviors related to critical thinking are a natural part of your company culture. Some of the ways you can build and support  a culture that stimulates critical, objective analysis include:

• Incorporating “lessons learned” discussions after the conclusion of important projects, during which employees have the opportunity to look back on areas where more critical thinking might have been helpful in improving a project’s outcome
• Creating an environment where tough questions are welcomed and employees are encouraged to talk through alternatives openly
• Developing a routine or protocol for decision-making that encourages critical-thinking behaviors such as exploring possible solutions to a problem, exploring bias, and considering the consequences of different proposed solutions

3. Avoid Jumping to Conclusions

Another way to promote critical thinking in the workplace is to avoid jumping to conclusions. Instead, approach a problem by first developing a common understanding of the challenges it presents. According to a recent  helpful article , these are a few ways to accomplish this:

• Ask questions about the origin of a problem and how it evolved
• Define the desired outcome before settling on a solution to the problem
• Avoid overthinking possible solutions, which can slow down the problem-solving process and undermine disciplined thinking

4. Create Internal Forums

Sometimes the simple act of talking things out can help to spur the critical, objective analysis of problems. When individuals have a forum for addressing and discussing one big problem or a series of related problems, they generate new ideas, share pros and cons of certain solutions, and take advantage of opportunities to collaborate with coworkers on creative solutions to workplace problems.

5. Teach and Train

Leadership development  and teamwork-skills training can help build employees’ critical thinking strengths by encouraging a mind-set and skill-set change. As individuals learn new behaviors, they begin to see broader problems and solutions that exist beyond their individual roles and consider the larger picture when looking at a problem.

Experiential learning   works particularly well in promoting critical thinking because learning by doing encourages a critical skill set. The immersive nature of an experiential approach keeps employees fully engaged so that they continually use their critical-thinking and problem-solving skills.

Build Critical Thinking in the Whole Organization

Critical thinking is more than a desirable soft skill; it’s a valuable competency that is the basis for innovation and problem-solving. When properly cultivated in the workplace, critical thinking can help individuals and teams overcome challenges and meet business goals. Although there’s no magic bullet that will increase critical thinking in the workplace, a variety of activities in combination can effectively promote it. When you build a culture that promotes and values critical thinking, your organization as a whole will see greater results and outcomes.

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Critical thinking course, critical considerations: three hours to better thinking, available formats: half-day training course, course highlights.

This critical thinking course will:

• Define critical thinking and its workplace value.
• Highlight situations where critical thinking is needed.
• Offer a model and questions for encouraging critical thinking.
• Outline common fallacies. 
• Explore ways in which language influences thinking.

Course Overview

Despite the plethora of data employees are asked to consider and problems they are required to solve, few people have received any formal training in critical thinking in the workplace. This fast-paced workshop introduces the critical thinking skills necessary for considering workplace problems and striking a balance between open-mindedness and skepticism. During this program, we will define critical thinking and consider its value, look at the types of decisions that require critical thinking, explore the steps critical thinkers usually follow, craft a list of questions to improve critical thinking, consider language and its role in argument, and explore a range of fallacies and how to spot and avoid falling prey to their use.

Program Objectives

At this program’s conclusion, participants should be able to:

• Define critical thinking.
• Explain the value of critical thinking at work.
• Identify situations requiring critical thinking.
• Recognize barriers to thinking critically.
• Follow a critical thinking process.
• Ask meaningful and relevant questions.
• Recognize how language can be used to manipulate thought.
• Identify common fallacies and avoid falling prey to their use.
• Define terms clearly in their efforts to ensure common understanding.

The following outline highlights some of the course’s key learning points. As part of your training program, we will modify content as needed to meet your business objectives. Upon request, we will provide you with a copy of the participant materials prior to the session(s).

Workshop Outline

Decisions decisions: business judgement, let’s think: working through a model, stay within the lines: steps to improve critical thinking, advertising and influence: how the pros do it, fallacy: recognizing failures in reasoning, words words words: language and the critical thinker, related directories:.

• Thinking, Planning, and Problem Solving

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• A post-training web-based skills check-in meeting if desired.
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You won’t get:

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• For information about self-paced courses available to anyone, visit our online courses catalog .
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CRITICAL THINKING TRAINING COURSE . CLASS . WORKSHOP . SEMINAR . PROGRAM

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Creative Thinking and Innovation

Creative thinking and innovation are vital components in both our personal and professional lives. However, many people feel as though they are lacking in creativity. What most of us do not recognize is that we are creative on a daily basis, whether it’s picking out what clothes to wear in the morning or stretching a tight budget at work. While these tasks may not normally be associated with creativity, there is a great deal of creativity involved to get those jobs done. While some people seem to be simply bursting with creativity, others find it a struggle to think outside the square. If you fall into the latter category, it is important to understand that boosting your creative and innovative abilities takes practice. Recognizing and honing your own creative potential is a process. That’s what this two-day workshop is all about.

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Learning Objectives

This two-day workshop will teach participants how to:

• Identify the difference between creativity and innovation
• Recognize their own creativity
• Build their own creative environment
• Explain the importance of creativity and innovation in business
• Apply problem-solving steps and tools
• Use individual and group techniques to help generate creative ideas Implement creative ideas

COURSE OUTLINE (click for details)

Getting the facts straight.

The first session will go over basic financial terms. Then, participants will explore their role in company finances as well as important players in an organization’s finances. To wrap up the session, participants will receive some resources for learning about the governing organizations in their area.

The Accounting Cycle

Next, participants will learn about the four phases of the accounting cycle. They will also learn about key underlying concepts, including cash vs. accrual methods of accounting.

The Key Reports

In this session, participants will take a close look at balance sheets and income statements. They will also review cash flow statements and statements of retained earnings. The session will conclude with a review activity.

Keeping Score

This session will explain the chart of accounts and single vs. double entry accounting.

A Review of Financial Terms

Day Two will start with a review exercise and an introduction to some additional financial terms.

Understanding Debits and Credits

This session will de-mystify two terrifying accounting terms: debits and credits.

Your Financial Analysis Toolbox

This session will give participants some sources for financial data as well as tips on weeding out useless information. We’ll also cover how to calculate common ratios, how to read an annual report, and some useful decision making tools.

Identifying High and Low Risk Companies

In this session, participants will learn about some guidelines for identifying high and low risk companies. Then, they will practice these guidelines in a case study.

The Basics of Budgeting

Next, participants will learn what a budget is, how their budget should fit into the big picture, and what the budgeting process should look like.

Working Smarter

This session will give participants a basic checklist of computer skills required for success. We’ll also talk about how to choose an accounting package.

People and Numbers

Dealing with finances isn’t all numbers. What if an employee’s expense report doesn’t look correct? Or what if you have to make cuts to someone’s pay? Participants will examine each situation in small groups, and then provide some tips on what to do.

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Our high impact and interactive training programs have been skillfully researched and are designed to provide each participant with powerful, specific tools and knowledge. If any participant feels that they did not receive great value, effective tools or skills, they are asked to contact our customer satisfaction department. We will honour a 70% refund to the individual who has expressed (in writing) the reason for their dissatisfaction.  We believe that if you have not received what we have promised to deliver, then you are entitled to a refund.

ONLINE LEARNING

$ 279.00 USD

LIVE TRAINING

In person training.

The traditional classroom style of training remains our Most Popular and Most Requested format.  On-site training provides participants with an in-person facilitator who will work directly with the team, whether for a single training session or a training series.  The Mainstream team will craft and tailor your experience to ensure that your training session is specific, relevant and unique to your audience while meeting your learning objectives. Why settle for ‘pre-formatted, pre-scripted, one-size fits all’ training programs, when our team is able to customize a program that is just right for you?  We know that every team has unique learning needs, situations and that they come from a variety of industries, each having unique customer needs and demands.  Our programs can be scaled to accommodate time restraints, unique learning needs and even industry or company nuances and barriers.

Don’t settle for a program that gives you  almost  what you need; our team wants to give you  Exactly  what you need.

Virtual Room

Delivering traditional onsite training results …virtually!

We’ve officially changed the rules and redefined what is possible in the world of soft skills learning. Our unique technology, accompanied by honed delivery methodology, have successfully replicated the traditional classroom-style training environment, allowing it to exist online.

Most online training solutions limit participants’ responses to keystrokes or to single person conversations because -with inferior technology- group discussions become distorted and confusing to follow.  Our Virtual Room has eliminated those barriers and encourages learning through meaningful instructor feedback, skills modelling and engaging group discussion, without visual or audio distortion

The Virtual Room is for any organization seeking a flexible substitute to traditional onsite training; whether to lower costs, eliminate unnecessary travel or to simply ease the burden of demanding work schedules.

Lunch & Learn

A Lunch and Learn session is an onsite or virtual learning program with a facilitator-led session sharing valuable information and skills on an area of identified learning interest.  It’s a great break away from a traditional training program, allowing your team the opportunity to learn while enjoying their lunch. Due to the limited time, the program focuses on specific learning concepts and skills.   It is an interactive session that quickly targets and reveals learning objectives that are predetermined by the training organizer.   Lunch & Learn sessions are also great as a training series, providing progressive learning programs for developing skills in a ‘bite-sized’ format.

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• Capital Stories

May 28, 2024

Creative Leadership at Work

Capital University and Columbus College of Art & Design (CCAD) have launched of the  Institute for Creative Leadership at Work , a professional development collaboration between the two institutions to cultivate creative leaders for organizational transformation in central Ohio.

The Institute provides custom training and non-degree certificate programs for businesses and individuals. The programs integrate CCAD’s core disciplines of design and creativity with Capital’s expertise in law, finance, business strategy, and leadership, and are taught by faculty and staff from both institutions. The programs are highly customizable to address industry demands along with current and future workforce needs.

“Capital and CCAD recognize the challenges facing corporations and organizations in addressing the rapidly changing business landscape, and we created this unique resource as a response,” said Mary Beth Bertrand, director of the Institute for Creative Leadership at Work. “Our institutions have a combined 300+ year history in Columbus. We understand the needs of our region and look forward to creating highly customized training and professional development opportunities to meet those needs.”

The Institute offers both corporate training and individual workshops that address topics including leadership development, design thinking, creative problem solving, and diversity, equity, and inclusion. Workshops held in November and December address leveraging generative AI in the workplace and using design thinking to tackle business challenges.

“Our partnership with CCAD offers an innovative way for businesses in our community to advance the skills of their teams,” said David L. Kaufman, president of Capital University. “With new ventures in emerging industries, transportation, and financial technology coming to the central Ohio region, the Institute for Creative Leadership at Work is uniquely positioned to support the changing needs of these businesses and affect the future of Columbus.”

Capital University’s recent approval as a Society for Human Resource Management SHRM Recertification provider will allow the Institute to award SHRM Professional Development Credits for the recertification of HR professionals through knowledge and competency programs.

Future programs will be available both onsite and online, with options for individual learning or group sessions at business partner locations or either the Capital or CCAD campus. Depending on the specific training requested, courses could include design strategy, design research, and creative problem solving led by experts from CCAD, along with instruction in communication, data analytics, business law, and finance from Capital’s faculty at its Law School, MBA program, and liberal arts programs.

“We believe every company needs to be a creative company; skills like design thinking and creative problem solving are critical to the success of any modern business or organization,” said Dr. Melanie Corn, president of CCAD. “Integrating our institutional creative expertise with Capital’s business acumen in this partnership brings one-of-a-kind professional development opportunities to our community, and we are proud to provide meaningful education beyond our central Ohio campuses.” For more information, including details on how to register for an upcoming workshop, find available coursework, or inquire about custom training for businesses, visit creativeleadershipatwork.com .

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Online Certification Courses

Fall 2024 Online Course for Certification in the Paul-Elder Approach to Critical Thinking

Successful completion of this course fulfills the requirement for certification training as described in our white paper on certification . participants must demonstrate to our instructor that they sufficiently understand foundational critical thinking principles and theory..

• Course Cost: USD $995
• Dates: August 28th - November 20th, 202 4  (12 weeks)
• Meeting Schedule: Every Two Weeks on Wednesdays at 4:00 p.m. Eastern Time
• Meeting Duration: 1.5 hours per meeting
• Instructor:  Dr. Linda Elder, President & Senior Fellow
• Prerequisites:  Read Here

Important Dates

• August 16, 2024: Last day to drop with a registration refund
• August 23, 2024: Last day to register

Certification in the Paul-Elder Approach For the full details of our Certification program, including benefits, requirements, and fees, please read our White Paper on Certification . This paper was heavily revised in May of 2024 to reflect extensive changes to the Certification Program; please ensure you are familiar with the latest version. Prerequisites for This Course 1. successful completion of one of our semester-long online courses and engaged attendance at one of our live events or guided study groups , -or- 2. Engaged attendance at three (3) or more of our live events , guided study groups , on-site or online professional development programs (customized for your organization) or a combination of these. “Engaged attendance” means you attended the sessions and completed the assignments (both in-session activities and homework where applicable). How to Prioritize Your Training Needs Effectively 8 mins read by Pete Ford Updated On Mar 19, 2024 The importance of training and development of employees in the current work scenario can be derived from the fact that there’s a whole industry built around it. In 2022 alone, US corporate training expenditure reached over $10 billion. But, rather than providing corporate training blindly to your employees, it’s important to understand their needs and ensure they align with your organizational goals. To do this, prioritization of training needs is the key step.  However, with a large range of possible areas for growth, choosing which training opportunities to prioritize is still a major concern for organizations. If you are struggling with how to prioritize training needs, read this blog. This blog will give you insights on proven strategies for selecting training and development programs to boost your team's growth. How to Prioritize Training Needs? As per a study conducted, more than 74% of the workers are willing to learn new skills to remain employable. This highlights the importance of providing training to your employees in this continuous evolving era. But, how can you ensure that they are trained appropriately in their domain? This question can be solved by prioritizing their training needs which is followed by conducting a Training Needs Assessment . This prioritization will ensure the sequence and level of training your employees expect from you and consequently you’ll be able to deliver that ensuring a higher employee retention rate . So, how can you prioritize training needs while ensuring that they align with your organizational goals? Read on to get the answer.  Via Edstellar 1. Prioritize Based on Key Factors When prioritizing training needs, it's essential to delve deeper into each key factor to make informed decisions. Impact: Assessing the effect of training needs entails a thorough examination of how meeting particular training needs fits into the larger goals of the business. Organizations may make sure that their training programs directly improve employee performance , corporate growth, and operational efficiency by evaluating the potential consequences of each training program. Investing in sales excellence programs , for example, may boost sales revenue and market share, which will have an immediate effect on the financial performance of the organization. In a similar vein, giving staff members technical skill training might boost output and quality of work, which would ultimately increase operational effectiveness. Urgency: Evaluating the urgency of training needs inside the company is the first step in determining their priority. This means determining urgent efficiency problems, deadlines for compliance, or other time-sensitive needs that need to be attended to right now. Through quick recognition and resolution of these pressing requirements, organizations can successfully surmount impending obstacles and leverage possibilities that are subject to time constraints. Prioritizing training programs to address regulatory compliance deadlines or urgent operational issues should occur when, for instance, regulatory compliance is approaching. In a similar vein, training programs to take advantage of new advances in the market or technology should be given top priority if they offer the organization prospects that must be realized quickly. Feasibility: The process of determining whether training programs are practically implementable given the time, money, and skills at hand is known as feasibility assessment. To make sure that suggested training programs are in line with the organization's resources and limitations, this assessment is essential. Organizations can ascertain the viability and durability of long-term training program implementation by undertaking a realistic feasibility review. It might not be possible to follow a proposed training program at this time, for instance, if it calls for a significant financial commitment or specialized knowledge that is not easily accessible inside the company. Similarly, it could be required to give priority to training needs that can be carried out in the time allotted if there are time limits brought on by conflicting priorities or operational demands. 2. Utilize Prioritization Frameworks By applying organized techniques to evaluate and prioritize training needs according to their urgency and importance, prioritization frameworks can be used. By providing a methodical approach to decision-making, these frameworks help businesses allocate resources effectively and respond quickly to pressing requirements. An explanation of how different frameworks can be used is provided below: Pareto Principle (80/20 Rule): According to this theory, an organization's developmental gains typically account for 80% of its training needs, or 20% of its training needs. Organizations can minimize resource allocation and enhance the impact of their training activities by concentrating their efforts on the crucial 20% of the workforce. By identifying the most promising areas to invest in, organizations may set priorities for training programs that improve employee performance. urgent and important  important but not urgent  urgent but not important  neither urgent nor important  With the help of this matrix, businesses can rank the importance and urgency of their training needs, making sure that pressing problems are dealt with right away. It also helps companies to deploy resources effectively, setting them up for long-term, strategically important training. MoSCoW Method: According to their significance and use, the MoSCoW approach divides training demands into four categories: must-haves, should-haves, could-haves, and won't-haves. Organizations can decide where to efficiently concentrate their resources and efforts by setting clear priorities. Organizations can spend resources wisely by ranking training needs in order of importance. This allows for the fulfillment of urgent needs while simultaneously addressing less urgent needs as resources allow. When these prioritization frameworks are included in training needs assessment procedures, organizations are empowered to make well-informed decisions, allocate resources optimally, and optimize the effect of their training activities. By strategically prioritizing training needs, organizations may drive employee development, achieve long-term success, and match their training activities with strategic objectives. Why is it Important to Prioritize Training Needs? The basis for creating efficient training programs inside companies is the Training Needs Assessment, which helps them to pinpoint knowledge, skill, and ability gaps among staff members. Prioritizing these needs, however, is just as important to ensure that training programs meet organizational objectives and have the greatest possible impact. In order to prioritize training needs, gaps must be evaluated and ranked according to a number of criteria, including urgency, possible performance impact, and alignment with strategic objectives. Through this technique, organizations can strategically spend their limited resources, including funding, time, and labor, concentrating on areas where training interventions will have the greatest impact. Setting priorities for training needs also helps businesses get the most out of their training budgets by allocating resources to projects with the best potential return on investment. Organizations can optimize the benefits of their training programs by focusing their efforts on areas that have the most potential for both performance enhancement and business impact. To ensure that training programs are strategic, targeted, and in line with organizational priorities, it is imperative to prioritize training needs. Organizations can attain sustained commercial success, foster continuous development, and boost staff capacities by methodically tackling the most pressing skill gaps and performance issues. Frequently Asked Questions What are the challenges organizations come across when prioritizing training needs? One of the main challenges organizations face when prioritizing training needs is aligning training initiatives with strategic business objectives. This involves identifying critical skills gaps, determining training priorities, and ensuring resources are allocated effectively. Communication and collaboration between stakeholders, HR departments, and training providers are essential to overcome these challenges and develop a comprehensive training strategy that drives organizational success. ‍ How can organizations ensure that their prioritization of training needs remains effective over time? Organizations can ensure the ongoing effectiveness of their training prioritization by regularly assessing evolving skill requirements, soliciting feedback from employees, monitoring training outcomes, and adapting strategies accordingly. Additionally, fostering a culture of continuous learning and innovation can help maintain alignment with evolving business goals and industry trends. What metrics help measure the success of prioritized training programs? Metrics such as training completion rates, employee satisfaction surveys, post-training assessments, on-the-job performance improvements, and return on investment (ROI) are key indicators of the success of prioritized training programs. By tracking these metrics, organizations can gauge the effectiveness of their training initiatives and make data-driven decisions to optimize future training efforts. Understanding the importance of prioritizing training needs is an important factor in balancing your organizational goals with employee development. By prioritizing training needs smartly and leveraging training needs assessment, you can ensure your training programs are not only effective but also target areas that offer benefits for both individuals and the organization. If you are looking to boost your team’s learning and development, Edstellar is here to help you. Our instructor-led courses and innovative training management software will help you transform your organization's learning experience. By Pete Ford Explore High-impact instructor-led training for your teams. #On-site  #Virtual Edstellar Training Catalog Explore 2000+ industry ready instructor-led training programs. Have a Training Requirement? Coaching that unlocks potential. Create dynamic leaders and cohesive teams. Learn more now! Want to evaluate your team’s skill gaps? Do a quick Skill gap analysis with Edstellar’s Free Skill Matrix tool Related Posts Stay informed on L&D best practices Get periodic updates on learning and development industry trends, expert insights, success stories and innovative training practices from Edstellar. Featured Post 13 best ways teams can upskill in digital marketing, how to conduct corporate training evaluation, 10 powerful ways to motivate your team, 7 types of training needs analysis, key benefits of corporate training for every organization, the key roles & responsibilities of a training facilitator, blog categories, related corporate training programs. Submit your Training Requirements below and We'll get in touch with you shortly. Tell us about your requirements Edstellar is a one-stop instructor-led corporate training and coaching solution that addresses organizational upskilling and talent transformation needs globally. Edstellar offers 1000+ tailored programs across disciplines that include Technical, Behavioral, Management, Compliance, Leadership and Social Impact Critical Thinking Crisis Plagues Legal Profession’s Entry Level Law firm partners frequently tell me they are worried that associates fresh out of law school aren’t approaching legal problems with the type of analytical thinking successful lawyering requires. Is this lack of critical thinking skills a generational problem specific to Gen Z lawyers, or does the issue go back further? Some may argue that the influence of social media created a generation of lawyers who lack critical thinking skills, while others may blame the rise of standardized testing, or even the disruption of the pandemic. I would argue it doesn’t matter. The need for robust critical thinking skills among newer law firm attorneys today has become absolutely indispensable. Thanks to the digital age and the proliferation of artificial intelligence, lawyers have an unprecedented wealth of information at their fingertips. Are these new lawyers being adequately trained to analyze and assess the information before them? The answer is most likely a resounding no. This instant access to information makes critical skills training for our newest attorneys even more urgent. Critical Thinking Deficits I have seen firsthand numerous examples of this skills gap. Associates drafting a contract using a sample precedent agreement routinely leave provisions from the precedent that don’t belong in the new contract. New litigators draft motions that include arguments relevant to a sample motion form that are inapplicable to the current motion—then fail to include other key arguments because they’re too wedded to the sample. Associates will often cite cases to support an argument but fail to explain exactly why the case is applicable. They expect the reader—usually a court—to make the connection themselves, in essence telling the court their client should win “because this case.” Or, associates start to mark up a document without first thinking through how much time and resources the client wants to spend, whether they even have the leverage to negotiate the positions, or the most practical approach for the size and scope of the matter. What is the common denominator here? It’s a failure to ask “why.” Why was the provision in the precedent agreement and should it be in the agreement being drafted? Why was a certain argument made in the sample motion and does it even apply to the current case? Why did the court rule a certain way in the cited case, what facts did it rely on to reach that ruling, and how does any of this relate to the case at hand? And, finally, why am I spending time marking up an agreement without first talking to the partner about the client’s goals and resources? In my experience working with law students and junior attorneys—as an adjunct professor and supervising attorney—this failure to ask “why” is one of the most significant stumbling blocks for an associate seeking to develop as an attorney. Learning to Ask Why In today’s legal landscape, the lack of critical thinking skills is an even more significant problem with more serious consequences. With widespread availability of information and AI tools at the hands of associates, the ability to ask “why” is even more urgent. Every associate should ask themselves whether the information they just obtained through a search platform, whether AI focused or otherwise, is to be trusted. What’s the source? Is it complete? Is it accurate? Is it up-to-date? Is it sufficiently nuanced to relate to the case at hand or does it just sound like it applies? If we assume law schools aren’t adequately training emerging lawyers to develop these critical thinking skills, what can be done once these graduates are first-or-second year associates in a firm? It can be difficult for partners to balance training time with their workloads. This can in turn impact the billable hours of senior team members. But training new lawyers to ask “why” and giving them opportunities to exercise and strengthen their critical thinking skills is essential. Associates will be practice-ready, bill more efficiently, and reduce the need to write-off their time. The same partners who bemoan the lack of critical thinking skills should invest in explicit critical thinking training for new associates. In the long run, this will develop productive and successful associates, and improve the ability of our future attorneys to best serve their clients. This article does not necessarily reflect the opinion of Bloomberg Industry Group, Inc., the publisher of Bloomberg Law and Bloomberg Tax, or its owners. Author Information Patricia Libby is executive legal editor at AltaClaro, an experiential attorney training platform, where she oversees all practitioner-created and instructed educational content. Write for Us: Author Guidelines To contact the editors responsible for this story: Jada Chin at [email protected] ; Jessie Kokrda Kamens at [email protected] Learn more about Bloomberg Law or Log In to keep reading: Learn about bloomberg law. AI-powered legal analytics, workflow tools and premium legal & business news. Already a subscriber? Log in to keep reading or access research tools. About Linda Naiman Creativity at Work delivers results Creativity at Work Testimonials Creativity Workshop Photos Coaching for creativity and innovation Mental Fitness Coaching for Innovators Collaboration & Teambuilding Creative Resilience Skills development Corporate Arts-based learning Design Thinking training Inspiring Talks Whole-Brain Creativity workshops Art Collection Your guide to successful brainstorming How to run a successful brainstorming session and avoid the traps that cause brainstorming to fail This step-by-step guide will help you navigate the creative process and provide some structure to brainstorming. Brainstorming is part of the ideation phase in  creative problem solving  or  design thinking , as shown in the diagram below. Creativity at Work Protocol for managing the creative process This process is best done with a group to capture a diversity of perspectives, and over several days in one-two hour segments, (especially in a virtual environment) not at one sitting. Discover your opportunity  by learning what you can about your customers’ pain points, needs and desires. Gather data you have about your market, including analytics, the economy, trends, and technology. Define your opportunity: Share stories about what you have learned, and  look for patterns, themes, and insights. It helps to post these on a wall, using sticky notes so you move items into patterns and themes. Write a list of clear opportunity statements, and identify the problems to be solved. Eg: Our customer needs a better way to ___ BECAUSE ___. . Re-frame problem areas into opportunities, by writing another list of questions starting with “HOW MIGHT WE…? Choose a project scope that feels actionable. For example: “HOW MIGHT WE…help people make healthy food choices.” A broader scope would be, “Help people improve their health,” and narrower, “Help people plan healthy meals online.” Incubate:  Disconnect from all your devices .  Go for a walk to refresh your brain and let it process all the new information you have given it, so new ideas and insights can bubble up. You can also meditate, and/or take a nap. See also  The Secret to Finding Creative Solutions from Legendary Designers Ideate:  Generate multiple solutions  (See brainstorming tips below ). Provide everyone with a summary and encourage them to build on the ideas from your previous session. Provide a space online for adding and sharing ideas — I like to use  Jamboard by Google  because it is dead simple and it’s free. When this is done, decide when to meet next to debate and evaluate your ideas. Evaluate:  Evaluate your ideas from a variety of angles, starting with your target — Does it have wow power? Is it easy to implement? and how likely will it succeed? Challenge your assumptions. Choose the ideas that best meet all your criteria, and pick 1-3 for further development, depending on the complexity of your solutions Prototype.  Combine, expand, and refine ideas in the form of models or sketches. Present a selection of ideas to the client, get feedback, revise and make a decision about what to implement. Michael Schrage, research fellow at MIT, says, “Effective prototyping may be the most valuable core competence an innovative organization can have.” Reactions to your prototype, inform your innovation. “Innovation is about good new ideas that customers will pay a premium to adopt and use!” Test:  Validate your ideas and your conclusions with your target group. This is the best way to mitigate risk. What questions do you need to ask? Be sure to listen to feedback without getting defensive, and look for ways to make your idea better. Refine your ideas . Depending on the outcome of your test, you may have to repeat steps 1-6 before you find a winning solution. Deliver:  Turn your ideas into action. Formulate an action plan to launch your innovation. Who is going to do what and by when? How will you measure success? Iterate . Look for ways you can improve, innovate and scale up. Four ground rules of group brainstorming Alex F Osborn , an advertising executive (and the O in BBDO)  invented brainstorming in the 40s . He devised four basic rules intended to reduce social inhibitions among group members, stimulate idea generation, and increase the overall creativity of the group: Focus on quantity : The greater the number of ideas generated, the greater the chance of producing a radical and effective solution. Withhold criticism : By suspending judgment until after the idea generation phase, participants will feel free to generate unusual ideas. Withholding criticism only applies to the ideation phase of brainstorming. Criticism is crucial in the evaluation phase following idea generation. Encourage wild ideas : Wild ideas make people laugh, and laughter stimulates creative thinking. Combine and improve ideas : Good ideas may be combined to create better ideas. These four rules are a good start, but brainstorming is only one small part of the innovation process.  Brainstorming will fail if you don’t provide structure and focus.  Brainstorming DOES work if you create structure and context for creative thinking. You also need a good facilitator to create an idea-friendly atmosphere and bring out the best in your group. Avoid these brainstorming traps Lack of preparation. You can’t just call a meeting and ask people to brainstorm on the spot. Lack of focus. Proceeding with a poorly defined topic. Judging every idea as it is put forward. Letting a few participants dominate the discussion. Lack of structure. Creativity without structure produces a formless mess. Fear of being wrong or stupid No follow-through. Brainstorming is a waste of time if no action is taken. If the same people who work with the same problems every day meet and discuss these problems using the same language and procedures the outcome is always predictable. Sameness breeds more sameness. Seeing the world with old eyes only helps produce old ideas. —Arthur VanGundy, PhD Four guidelines to make brainstorming more effective Host your brainstorming session using a skilled facilitator  and play by Osborn’s rules. Encourage a mindset of  questioning,  and  challenging assumptions . Brainstorm as many ideas as possible to serve the identified needs of your end-users. Ask questions like “What if…?” “What else…?” and “In what ways can we…?” Record all ideas put forward by the group and make them visible. Embrace the principles of improvisational theatre : Refrain from sarcasm and pre-judging others. Build on the ideas of others, think in terms of ‘yes and’ rather than ‘yes but;’ make your partners look good, listen as well as talk, play team-win, let go of the need to control a situation, lead through a common vision, and celebrate small wins. This will help you establish an atmosphere of fun, humour, spontaneity, and playfulness. If your culture is one of fear, brainstorming won’t work, so make it safe for people to generate ideas, without the worry of being ridiculed. Research background information  and gather data on customers, the marketplace, and competition. Identify the needs and motivations of your end-users. Collect stories about what works, and what drives people crazy. Choose the right people for your project.  Break out of silos, and include people from diverse backgrounds, as well as your customers (internal and external) to generate ideas from multiple disciplines and perspectives. Define the objective/challenge,  and determine what will make the project successful.  Hint: Focus on what would add value for your customer.  Draw up a specific problem or opportunity statement, which describes what you are trying to achieve. Frame opportunity areas.  Don’t just focus on problems. Focus on the outcome you want to achieve. As David Cooperrider, one of the originators of Appreciative Inquiry (AI), states, “The seeds of change are planted in the very first questions we ask. Use a variety of ideation techniques —not just brainstorming — to spark ideas , Try sketching your ideas,  semantic intuition,   question storming  and  brainwriting  to appeal to the diverse thinking styles of your participants. The goal of idea generation is to come up with some good options to choose from. Allow between 10 and 20 minutes for each technique, depending on the discussion and the energy of the group. Build on ideas using idea boosters: Tell me more… Yes, what if… What I like about this is… Let’s play with this… Let’s explore this some more… Watch out for ideas busters: Yes, but… Are you serious?… We’ve never done it that way… It’s not in the budget… It’ll never work… When you respond to ideas this way, you block the flow of brainstorming. Who wants to suggest ideas if they keep getting shot down? The time to challenge ideas is during the evaluation phase (step 5) not the ideation phase. Continue on to the step 5  of the Creativity at Work Protocol above Published  11/16/2021, updated 11/18/2021 Artwork: Meeting by WANG SHUGANG   From the Vancouver Biennale 2007-2009 How to Make Remote Brainstorming Less Awkward How to quit stalling and get started on your creative project How to identify and root out assumptions that keep you stuck, what is creativity (and why is it a crucial factor for business success), about the author: linda naiman. Related Posts How I Reduced Anxiety and Regained My Creative Mojo (and You Can Too!) The Surprising Connection Between Routine and Creativity Future-Proofing Your Workforce: Essential Skills for the AI Era Be Your Own Guru: Gain Wisdom With These Self-Reflection Tools Integrations Learning Center MoSCoW Prioritization What is moscow prioritization. MoSCoW prioritization, also known as the MoSCoW method or MoSCoW analysis, is a popular prioritization technique for managing requirements.    The acronym MoSCoW represents four categories of initiatives: must-have, should-have, could-have, and won’t-have, or will not have right now. Some companies also use the “W” in MoSCoW to mean “wish.” What is the History of the MoSCoW Method? Software development expert Dai Clegg created the MoSCoW method while working at Oracle. He designed the framework to help his team prioritize tasks during development work on product releases. You can find a detailed account of using MoSCoW prioritization in the Dynamic System Development Method (DSDM) handbook . But because MoSCoW can prioritize tasks within any time-boxed project, teams have adapted the method for a broad range of uses. How Does MoSCoW Prioritization Work? Before running a MoSCoW analysis, a few things need to happen. First, key stakeholders and the product team need to get aligned on objectives and prioritization factors. Then, all participants must agree on which initiatives to prioritize. At this point, your team should also discuss how they will settle any disagreements in prioritization. If you can establish how to resolve disputes before they come up, you can help prevent those disagreements from holding up progress. Finally, you’ll also want to reach a consensus on what percentage of resources you’d like to allocate to each category. With the groundwork complete, you may begin determining which category is most appropriate for each initiative. But, first, let’s further break down each category in the MoSCoW method. Start prioritizing your roadmap Moscow prioritization categories. 1. Must-have initiatives As the name suggests, this category consists of initiatives that are “musts” for your team. They represent non-negotiable needs for the project, product, or release in question. For example, if you’re releasing a healthcare application, a must-have initiative may be security functionalities that help maintain compliance. The “must-have” category requires the team to complete a mandatory task. If you’re unsure about whether something belongs in this category, ask yourself the following. If the product won’t work without an initiative, or the release becomes useless without it, the initiative is most likely a “must-have.” 2. Should-have initiatives Should-have initiatives are just a step below must-haves. They are essential to the product, project, or release, but they are not vital. If left out, the product or project still functions. However, the initiatives may add significant value. “Should-have” initiatives are different from “must-have” initiatives in that they can get scheduled for a future release without impacting the current one. For example, performance improvements, minor bug fixes, or new functionality may be “should-have” initiatives. Without them, the product still works. 3. Could-have initiatives Another way of describing “could-have” initiatives is nice-to-haves. “Could-have” initiatives are not necessary to the core function of the product. However, compared with “should-have” initiatives, they have a much smaller impact on the outcome if left out. So, initiatives placed in the “could-have” category are often the first to be deprioritized if a project in the “should-have” or “must-have” category ends up larger than expected. 4. Will not have (this time) One benefit of the MoSCoW method is that it places several initiatives in the “will-not-have” category. The category can manage expectations about what the team will not include in a specific release (or another timeframe you’re prioritizing). Placing initiatives in the “will-not-have” category is one way to help prevent scope creep . If initiatives are in this category, the team knows they are not a priority for this specific time frame.  Some initiatives in the “will-not-have” group will be prioritized in the future, while others are not likely to happen. Some teams decide to differentiate between those by creating a subcategory within this group. How Can Development Teams Use MoSCoW?   Although Dai Clegg developed the approach to help prioritize tasks around his team’s limited time, the MoSCoW method also works when a development team faces limitations other than time. For example:  Prioritize based on budgetary constraints. What if a development team’s limiting factor is not a deadline but a tight budget imposed by the company? Working with the product managers, the team can use MoSCoW first to decide on the initiatives that represent must-haves and the should-haves. Then, using the development department’s budget as the guide, the team can figure out which items they can complete.  Prioritize based on the team’s skillsets. A cross-functional product team might also find itself constrained by the experience and expertise of its developers. If the product roadmap calls for functionality the team does not have the skills to build, this limiting factor will play into scoring those items in their MoSCoW analysis. Prioritize based on competing needs at the company. Cross-functional teams can also find themselves constrained by other company priorities. The team wants to make progress on a new product release, but the executive staff has created tight deadlines for further releases in the same timeframe. In this case, the team can use MoSCoW to determine which aspects of their desired release represent must-haves and temporarily backlog everything else. What Are the Drawbacks of MoSCoW Prioritization?   Although many product and development teams have prioritized MoSCoW, the approach has potential pitfalls. Here are a few examples. 1. An inconsistent scoring process can lead to tasks placed in the wrong categories.   One common criticism against MoSCoW is that it does not include an objective methodology for ranking initiatives against each other. Your team will need to bring this methodology to your analysis. The MoSCoW approach works only to ensure that your team applies a consistent scoring system for all initiatives. Pro tip: One proven method is weighted scoring, where your team measures each initiative on your backlog against a standard set of cost and benefit criteria. You can use the weighted scoring approach in ProductPlan’s roadmap app . 2. Not including all relevant stakeholders can lead to items placed in the wrong categories. To know which of your team’s initiatives represent must-haves for your product and which are merely should-haves, you will need as much context as possible. For example, you might need someone from your sales team to let you know how important (or unimportant) prospective buyers view a proposed new feature. One pitfall of the MoSCoW method is that you could make poor decisions about where to slot each initiative unless your team receives input from all relevant stakeholders.  3. Team bias for (or against) initiatives can undermine MoSCoW’s effectiveness. Because MoSCoW does not include an objective scoring method, your team members can fall victim to their own opinions about certain initiatives.  One risk of using MoSCoW prioritization is that a team can mistakenly think MoSCoW itself represents an objective way of measuring the items on their list. They discuss an initiative, agree that it is a “should have,” and move on to the next. But your team will also need an objective and consistent framework for ranking all initiatives. That is the only way to minimize your team’s biases in favor of items or against them. When Do You Use the MoSCoW Method for Prioritization? MoSCoW prioritization is effective for teams that want to include representatives from the whole organization in their process. You can capture a broader perspective by involving participants from various functional departments. Another reason you may want to use MoSCoW prioritization is it allows your team to determine how much effort goes into each category. Therefore, you can ensure you’re delivering a good variety of initiatives in each release. What Are Best Practices for Using MoSCoW Prioritization? If you’re considering giving MoSCoW prioritization a try, here are a few steps to keep in mind. Incorporating these into your process will help your team gain more value from the MoSCoW method. 1. Choose an objective ranking or scoring system. Remember, MoSCoW helps your team group items into the appropriate buckets—from must-have items down to your longer-term wish list. But MoSCoW itself doesn’t help you determine which item belongs in which category. You will need a separate ranking methodology. You can choose from many, such as: Weighted scoring Value vs. complexity Buy-a-feature Opportunity scoring For help finding the best scoring methodology for your team, check out ProductPlan’s article: 7 strategies to choose the best features for your product . 2. Seek input from all key stakeholders. To make sure you’re placing each initiative into the right bucket—must-have, should-have, could-have, or won’t-have—your team needs context.  At the beginning of your MoSCoW method, your team should consider which stakeholders can provide valuable context and insights. Sales? Customer success? The executive staff? Product managers in another area of your business? Include them in your initiative scoring process if you think they can help you see opportunities or threats your team might miss.  3. Share your MoSCoW process across your organization. MoSCoW gives your team a tangible way to show your organization prioritizing initiatives for your products or projects.  The method can help you build company-wide consensus for your work, or at least help you show stakeholders why you made the decisions you did. Communicating your team’s prioritization strategy also helps you set expectations across the business. When they see your methodology for choosing one initiative over another, stakeholders in other departments will understand that your team has thought through and weighed all decisions you’ve made.  If any stakeholders have an issue with one of your decisions, they will understand that they can’t simply complain—they’ll need to present you with evidence to alter your course of action.   Related Terms 2×2 prioritization matrix / Eisenhower matrix / DACI decision-making framework / ICE scoring model / RICE scoring model Prioritizing your roadmap using our guide Try productplan free for 14 days, share on mastodon. Beyond the Hype: Critical Best Practices for Using AI in Corporate Training How to maximize creativity and productivity in a new AI era You may also like Artificial Intelligence and the Future of Learning Artificial intelligence has huge potential to drive L&D innovation. Hear from Articulate’s CTO, Kerry Munz, about what that means for online learning now and in the future. Beginner’s Guide to Drafting an AI Policy AI in the workplace continues to grow. Our guide walks you through how to draft a holistic policy for using AI within your workplace that will keep your organization secure. These best practices respond to the hype about AI with an actionable rubric to evaluate use cases for AI in corporate training. Analysis of critical thinking skills of SMAN 7 Malang students Muhdhar, Mimien Henie Irawati Al Maharani, Olivia Nabilla Abdillah, Racy Rizky Ilma, Silfia Mardiyanti, Lely Critical thinking skills are an important ability possessed by students to support 21st-century learning. This research aims to analyse students' critical thinking skills in terms of critical thinking skills indicators according to Ennis 1996, focus, reason, inference, situation, clarity and overview. The type of research was descriptive qualitative because it examines research objects that are natural or in real conditions and not set as in experiments. This research was conducted on October 24, 2021, at SMAN 7 Malang. The research subjects were students of class XI, MIPA SMAN 7 Malang. The instrument used to analyse critical thinking skills is an essay test. The achievement of students' critical thinking skills still needs to be improved; this is indicated by a test result of 63,01 in the medium category, a focus indicator result of 44.69 in the low category, a reason indicator result 56.06 in the low category, inference indicator got result 78.03 in the high category, situation indicator got result 53.78 in the low category, the clarity indicator got result 74.24 in the high category, and overview indicator got result 71.21 in the medium category. This is because students still have not maximised thinking potential. The results of this study can provide initial conditions to teachers and researchers regarding the level of students' critical thinking skills. This is because students still have not maximised thinking potential. Problem-based model models are based on various problems that require authentic inquiry, namely investigations that require real solutions to contextual problems. Based on the results, an integral problem-based learning e-module is needed that can improve students' critical thinking skills in accordance with the 21st-century learning criteria because E-modules are more effective for training students' critical thinking skills. BIOLOGY EDUCATION What is AI (artificial intelligence)? Humans and machines: a match made in productivity  heaven. Our species wouldn’t have gotten very far without our mechanized workhorses. From the wheel that revolutionized agriculture to the screw that held together increasingly complex construction projects to the robot-enabled assembly lines of today, machines have made life as we know it possible. And yet, despite their seemingly endless utility, humans have long feared machines—more specifically, the possibility that machines might someday acquire human intelligence  and strike out on their own. Get to know and directly engage with senior McKinsey experts on AI Sven Blumberg is a senior partner in McKinsey’s Düsseldorf office; Michael Chui is a partner at the McKinsey Global Institute and is based in the Bay Area office, where Lareina Yee is a senior partner; Kia Javanmardian is a senior partner in the Chicago office, where Alex Singla , the global leader of QuantumBlack, AI by McKinsey, is also a senior partner; Kate Smaje and Alex Sukharevsky are senior partners in the London office. But we tend to view the possibility of sentient machines with fascination as well as fear. This curiosity has helped turn science fiction into actual science. Twentieth-century theoreticians, like computer scientist and mathematician Alan Turing, envisioned a future where machines could perform functions faster than humans. The work of Turing and others soon made this a reality. Personal calculators became widely available in the 1970s, and by 2016, the US census showed that 89 percent of American households had a computer. Machines— smart machines at that—are now just an ordinary part of our lives and culture. Those smart machines are also getting faster and more complex. Some computers have now crossed the exascale threshold, meaning they can perform as many calculations in a single second as an individual could in 31,688,765,000 years . And beyond computation, which machines have long been faster at than we have, computers and other devices are now acquiring skills and perception that were once unique to humans and a few other species. About QuantumBlack, AI by McKinsey QuantumBlack, McKinsey’s AI arm, helps companies transform using the power of technology, technical expertise, and industry experts. With thousands of practitioners at QuantumBlack (data engineers, data scientists, product managers, designers, and software engineers) and McKinsey (industry and domain experts), we are working to solve the world’s most important AI challenges. QuantumBlack Labs is our center of technology development and client innovation, which has been driving cutting-edge advancements and developments in AI through locations across the globe. AI is a machine’s ability to perform the cognitive functions we associate with human minds, such as perceiving, reasoning, learning, interacting with the environment, problem-solving, and even exercising creativity. You’ve probably interacted with AI even if you don’t realize it—voice assistants like Siri and Alexa are founded on AI technology, as are some customer service chatbots that pop up to help you navigate websites. Applied AI —simply, artificial intelligence applied to real-world problems—has serious implications for the business world. By using artificial intelligence, companies have the potential to make business more efficient and profitable. But ultimately, the value of AI isn’t in the systems themselves. Rather, it’s in how companies use these systems to assist humans—and their ability to explain to shareholders and the public what these systems do—in a way that builds trust and confidence. For more about AI, its history, its future, and how to apply it in business, read on. Learn more about QuantumBlack, AI by McKinsey . Introducing McKinsey Explainers : Direct answers to complex questions What is machine learning. Machine learning is a form of artificial intelligence that can adapt to a wide range of inputs, including large sets of historical data, synthesized data, or human inputs. (Some machine learning algorithms are specialized in training themselves to detect patterns; this is called deep learning. See Exhibit 1.) These algorithms can detect patterns and learn how to make predictions and recommendations by processing data, rather than by receiving explicit programming instruction. Some algorithms can also adapt in response to new data and experiences to improve over time. The volume and complexity of data that is now being generated, too vast for humans to process and apply efficiently, has increased the potential of machine learning, as well as the need for it. In the years since its widespread deployment, which began in the 1970s, machine learning has had an impact on a number of industries, including achievements in medical-imaging analysis  and high-resolution weather forecasting. The volume and complexity of data that is now being generated, too vast for humans to process and apply efficiently, has increased the potential of machine learning, as well as the need for it. What is deep learning? Deep learning is a more advanced version of machine learning that is particularly adept at processing a wider range of data resources (text as well as unstructured data including images), requires even less human intervention, and can often produce more accurate results than traditional machine learning. Deep learning uses neural networks—based on the ways neurons interact in the human brain —to ingest data and process it through multiple neuron layers that recognize increasingly complex features of the data. For example, an early layer might recognize something as being in a specific shape; building on this knowledge, a later layer might be able to identify the shape as a stop sign. Similar to machine learning, deep learning uses iteration to self-correct and improve its prediction capabilities. For example, once it “learns” what a stop sign looks like, it can recognize a stop sign in a new image. What is generative AI? Case study: vistra and the martin lake power plant. Vistra is a large power producer in the United States, operating plants in 12 states with a capacity to power nearly 20 million homes. Vistra has committed to achieving net-zero emissions by 2050. In support of this goal, as well as to improve overall efficiency, QuantumBlack, AI by McKinsey worked with Vistra to build and deploy an AI-powered heat rate optimizer (HRO) at one of its plants. “Heat rate” is a measure of the thermal efficiency of the plant; in other words, it’s the amount of fuel required to produce each unit of electricity. To reach the optimal heat rate, plant operators continuously monitor and tune hundreds of variables, such as steam temperatures, pressures, oxygen levels, and fan speeds. Vistra and a McKinsey team, including data scientists and machine learning engineers, built a multilayered neural network model. The model combed through two years’ worth of data at the plant and learned which combination of factors would attain the most efficient heat rate at any point in time. When the models were accurate to 99 percent or higher and run through a rigorous set of real-world tests, the team converted them into an AI-powered engine that generates recommendations every 30 minutes for operators to improve the plant’s heat rate efficiency. One seasoned operations manager at the company’s plant in Odessa, Texas, said, “There are things that took me 20 years to learn about these power plants. This model learned them in an afternoon.” Overall, the AI-powered HRO helped Vistra achieve the following: approximately 1.6 million metric tons of carbon abated annually 67 power generators optimized $60 million saved in about a year Read more about the Vistra story here . Generative AI (gen AI) is an AI model that generates content in response to a prompt. It’s clear that generative AI tools like ChatGPT and DALL-E (a tool for AI-generated art) have the potential to change how a range of jobs  are performed. Much is still unknown about gen AI’s potential, but there are some questions we can answer—like how gen AI models are built, what kinds of problems they are best suited to solve, and how they fit into the broader category of AI and machine learning. For more on generative AI and how it stands to affect business and society, check out our Explainer “ What is generative AI? ” What is the history of AI? The term “artificial intelligence” was coined in 1956  by computer scientist John McCarthy for a workshop at Dartmouth. But he wasn’t the first to write about the concepts we now describe as AI. Alan Turing introduced the concept of the “ imitation game ” in a 1950 paper. That’s the test of a machine’s ability to exhibit intelligent behavior, now known as the “Turing test.” He believed researchers should focus on areas that don’t require too much sensing and action, things like games and language translation. Research communities dedicated to concepts like computer vision, natural language understanding, and neural networks are, in many cases, several decades old. MIT physicist Rodney Brooks shared details on the four previous stages of AI: Symbolic AI (1956). Symbolic AI is also known as classical AI, or even GOFAI (good old-fashioned AI). The key concept here is the use of symbols and logical reasoning to solve problems. For example, we know a German shepherd is a dog , which is a mammal; all mammals are warm-blooded; therefore, a German shepherd should be warm-blooded. The main problem with symbolic AI is that humans still need to manually encode their knowledge of the world into the symbolic AI system, rather than allowing it to observe and encode relationships on its own. As a result, symbolic AI systems struggle with situations involving real-world complexity. They also lack the ability to learn from large amounts of data. Symbolic AI was the dominant paradigm of AI research until the late 1980s. Neural networks (1954, 1969, 1986, 2012). Neural networks are the technology behind the recent explosive growth of gen AI. Loosely modeling the ways neurons interact in the human brain , neural networks ingest data and process it through multiple iterations that learn increasingly complex features of the data. The neural network can then make determinations about the data, learn whether a determination is correct, and use what it has learned to make determinations about new data. For example, once it “learns” what an object looks like, it can recognize the object in a new image. Neural networks were first proposed in 1943 in an academic paper by neurophysiologist Warren McCulloch and logician Walter Pitts. Decades later, in 1969, two MIT researchers mathematically demonstrated that neural networks could perform only very basic tasks. In 1986, there was another reversal, when computer scientist and cognitive psychologist Geoffrey Hinton and colleagues solved the neural network problem presented by the MIT researchers. In the 1990s, computer scientist Yann LeCun made major advancements in neural networks’ use in computer vision, while Jürgen Schmidhuber advanced the application of recurrent neural networks as used in language processing. In 2012, Hinton and two of his students highlighted the power of deep learning. They applied Hinton’s algorithm to neural networks with many more layers than was typical, sparking a new focus on deep neural networks. These have been the main AI approaches of recent years. Traditional robotics (1968). During the first few decades of AI, researchers built robots to advance research. Some robots were mobile, moving around on wheels, while others were fixed, with articulated arms. Robots used the earliest attempts at computer vision to identify and navigate through their environments or to understand the geometry of objects and maneuver them. This could include moving around blocks of various shapes and colors. Most of these robots, just like the ones that have been used in factories for decades, rely on highly controlled environments with thoroughly scripted behaviors that they perform repeatedly. They have not contributed significantly to the advancement of AI itself. But traditional robotics did have significant impact in one area, through a process called “simultaneous localization and mapping” (SLAM). SLAM algorithms helped contribute to self-driving cars and are used in consumer products like vacuum cleaning robots and quadcopter drones. Today, this work has evolved into behavior-based robotics, also referred to as haptic technology because it responds to human touch. Behavior-based robotics (1985). In the real world, there aren’t always clear instructions for navigation, decision making, or problem-solving. Insects, researchers observed, navigate very well (and are evolutionarily very successful) with few neurons. Behavior-based robotics researchers took inspiration from this, looking for ways robots could solve problems with partial knowledge and conflicting instructions. These behavior-based robots are embedded with neural networks. Learn more about  QuantumBlack, AI by McKinsey . What is artificial general intelligence? The term “artificial general intelligence” (AGI) was coined to describe AI systems that possess capabilities comparable to those of a human . In theory, AGI could someday replicate human-like cognitive abilities including reasoning, problem-solving, perception, learning, and language comprehension. But let’s not get ahead of ourselves: the key word here is “someday.” Most researchers and academics believe we are decades away from realizing AGI; some even predict we won’t see AGI this century, or ever. Rodney Brooks, an MIT roboticist and cofounder of iRobot, doesn’t believe AGI will arrive until the year 2300 . The timing of AGI’s emergence may be uncertain. But when it does emerge—and it likely will—it’s going to be a very big deal, in every aspect of our lives. Executives should begin working to understand the path to machines achieving human-level intelligence now and making the transition to a more automated world. For more on AGI, including the four previous attempts at AGI, read our Explainer . What is narrow AI? Narrow AI is the application of AI techniques to a specific and well-defined problem, such as chatbots like ChatGPT, algorithms that spot fraud in credit card transactions, and natural-language-processing engines that quickly process thousands of legal documents. Most current AI applications fall into the category of narrow AI. AGI is, by contrast, AI that’s intelligent enough to perform a broad range of tasks. How is the use of AI expanding? AI is a big story for all kinds of businesses, but some companies are clearly moving ahead of the pack . Our state of AI in 2022 survey showed that adoption of AI models has more than doubled since 2017—and investment has increased apace. What’s more, the specific areas in which companies see value from AI have evolved, from manufacturing and risk to the following: marketing and sales product and service development strategy and corporate finance One group of companies is pulling ahead of its competitors. Leaders of these organizations consistently make larger investments in AI, level up their practices to scale faster, and hire and upskill the best AI talent. More specifically, they link AI strategy to business outcomes and “ industrialize ” AI operations by designing modular data architecture that can quickly accommodate new applications. What are the limitations of AI models? How can these potentially be overcome? We have yet to see the longtail effect of gen AI models. This means there are some inherent risks involved in using them—both known and unknown. The outputs gen AI models produce may often sound extremely convincing. This is by design. But sometimes the information they generate is just plain wrong. Worse, sometimes it’s biased (because it’s built on the gender, racial, and other biases of the internet and society more generally). It can also be manipulated to enable unethical or criminal activity. Since gen AI models burst onto the scene, organizations have become aware of users trying to “jailbreak” the models—that means trying to get them to break their own rules and deliver biased, harmful, misleading, or even illegal content. Gen AI organizations are responding to this threat in two ways: for one thing, they’re collecting feedback from users on inappropriate content. They’re also combing through their databases, identifying prompts that led to inappropriate content, and training the model against these types of generations. But awareness and even action don’t guarantee that harmful content won’t slip the dragnet. Organizations that rely on gen AI models should be aware of the reputational and legal risks involved in unintentionally publishing biased, offensive, or copyrighted content. These risks can be mitigated, however, in a few ways. “Whenever you use a model,” says McKinsey partner Marie El Hoyek, “you need to be able to counter biases  and instruct it not to use inappropriate or flawed sources, or things you don’t trust.” How? For one thing, it’s crucial to carefully select the initial data used to train these models to avoid including toxic or biased content. Next, rather than employing an off-the-shelf gen AI model, organizations could consider using smaller, specialized models. Organizations with more resources could also customize a general model based on their own data to fit their needs and minimize biases. It’s also important to keep a human in the loop (that is, to make sure a real human checks the output of a gen AI model before it is published or used) and avoid using gen AI models for critical decisions, such as those involving significant resources or human welfare. It can’t be emphasized enough that this is a new field. The landscape of risks and opportunities is likely to continue to change rapidly in the coming years. As gen AI becomes increasingly incorporated into business, society, and our personal lives, we can also expect a new regulatory climate to take shape. As organizations experiment—and create value—with these tools, leaders will do well to keep a finger on the pulse of regulation and risk. What is the AI Bill of Rights? The Blueprint for an AI Bill of Rights, prepared by the US government in 2022, provides a framework for how government, technology companies, and citizens can collectively ensure more accountable AI. As AI has become more ubiquitous, concerns have surfaced  about a potential lack of transparency surrounding the functioning of gen AI systems, the data used to train them, issues of bias and fairness, potential intellectual property infringements, privacy violations, and more. The Blueprint comprises five principles that the White House says should “guide the design, use, and deployment of automated systems to protect [users] in the age of artificial intelligence.” They are as follows: The right to safe and effective systems. Systems should undergo predeployment testing, risk identification and mitigation, and ongoing monitoring to demonstrate that they are adhering to their intended use. Protections against discrimination by algorithms. Algorithmic discrimination is when automated systems contribute to unjustified different treatment of people based on their race, color, ethnicity, sex, religion, age, and more. Protections against abusive data practices, via built-in safeguards. Users should also have agency over how their data is used. The right to know that an automated system is being used, and a clear explanation of how and why it contributes to outcomes that affect the user. The right to opt out, and access to a human who can quickly consider and fix problems. At present, more than 60 countries or blocs have national strategies governing the responsible use of AI (Exhibit 2). These include Brazil, China, the European Union, Singapore, South Korea, and the United States. The approaches taken vary from guidelines-based approaches, such as the Blueprint for an AI Bill of Rights in the United States, to comprehensive AI regulations that align with existing data protection and cybersecurity regulations, such as the EU’s AI Act, due in 2024. There are also collaborative efforts between countries to set out standards for AI use. The US–EU Trade and Technology Council is working toward greater alignment between Europe and the United States. The Global Partnership on Artificial Intelligence, formed in 2020, has 29 members including Brazil, Canada, Japan, the United States, and several European countries. Even though AI regulations are still being developed, organizations should act now to avoid legal, reputational, organizational, and financial risks. In an environment of public concern, a misstep could be costly. Here are four no-regrets, preemptive actions organizations can implement today: Transparency. Create an inventory of models, classifying them in accordance with regulation, and record all usage across the organization that is clear to those inside and outside the organization. Governance. Implement a governance structure for AI and gen AI that ensures sufficient oversight, authority, and accountability both within the organization and with third parties and regulators. Data management. Proper data management includes awareness of data sources, data classification, data quality and lineage, intellectual property, and privacy management. Model management. Organizations should establish principles and guardrails for AI development and use them to ensure all AI models uphold fairness and bias controls. Cybersecurity and technology management. Establish strong cybersecurity and technology to ensure a secure environment where unauthorized access or misuse is prevented. Individual rights. Make users aware when they are interacting with an AI system, and provide clear instructions for use. How can organizations scale up their AI efforts from ad hoc projects to full integration? Most organizations are dipping a toe into the AI pool—not cannonballing. Slow progress toward widespread adoption is likely due to cultural and organizational barriers. But leaders who effectively break down these barriers will be best placed to capture the opportunities of the AI era. And—crucially—companies that can’t take full advantage of AI are already being sidelined by those that can, in industries like auto manufacturing and financial services. To scale up AI, organizations can make three major shifts : Move from siloed work to interdisciplinary collaboration. AI projects shouldn’t be limited to discrete pockets of organizations. Rather, AI has the biggest impact when it’s employed by cross-functional teams with a mix of skills and perspectives, enabling AI to address broad business priorities. Empower frontline data-based decision making . AI has the potential to enable faster, better decisions at all levels of an organization. But for this to work, people at all levels need to trust the algorithms’ suggestions and feel empowered to make decisions. (Equally, people should be able to override the algorithm or make suggestions for improvement when necessary.) Adopt and bolster an agile mindset. The agile test-and-learn mindset will help reframe mistakes as sources of discovery, allaying the fear of failure and speeding up development. Learn more about QuantumBlack, AI by McKinsey , and check out AI-related job opportunities if you’re interested in working at McKinsey. Articles referenced: “ As gen AI advances, regulators—and risk functions—rush to keep pace ,” December 21, 2023, Andreas Kremer, Angela Luget , Daniel Mikkelsen , Henning Soller , Malin Strandell-Jansson, and Sheila Zingg “ What is generative AI? ,” January 19, 2023 “ Tech highlights from 2022—in eight charts ,” December 22, 2022 “ Generative AI is here: How tools like ChatGPT could change your business ,” December 20, 2022, Michael Chui , Roger Roberts , and Lareina Yee   “ The state of AI in 2022—and a half decade in review ,” December 6, 2022, Michael Chui , Bryce Hall , Helen Mayhew , Alex Singla , and Alex Sukharevsky   “ Why businesses need explainable AI—and how to deliver it ,” September 29, 2022, Liz Grennan , Andreas Kremer, Alex Singla , and Peter Zipparo “ Why digital trust truly matters ,” September 12, 2022, Jim Boehm , Liz Grennan , Alex Singla , and Kate Smaje “ McKinsey Technology Trends Outlook 2023 ,” July 20, 2023, Michael Chui , Mena Issler, Roger Roberts , and Lareina Yee   “ An AI power play: Fueling the next wave of innovation in the energy sector ,” May 12, 2022, Barry Boswell, Sean Buckley, Ben Elliott, Matias Melero , and Micah Smith   “ Scaling AI like a tech native: The CEO’s role ,” October 13, 2021, Jacomo Corbo, David Harvey, Nicolas Hohn, Kia Javanmardian , and Nayur Khan “ What the draft European Union AI regulations mean for business ,” August 10, 2021, Misha Benjamin, Kevin Buehler , Rachel Dooley, and Peter Zipparo “ Winning with AI is a state of mind ,” April 30, 2021, Thomas Meakin , Jeremy Palmer, Valentina Sartori , and Jamie Vickers “ Breaking through data-architecture gridlock to scale AI ,” January 26, 2021, Sven Blumberg , Jorge Machado , Henning Soller , and Asin Tavakoli   “ An executive’s guide to AI ,” November 17, 2020, Michael Chui , Brian McCarthy, and Vishnu Kamalnath “ Executive’s guide to developing AI at scale ,” October 28, 2020, Nayur Khan , Brian McCarthy, and Adi Pradhan “ An executive primer on artificial general intelligence ,” April 29, 2020, Federico Berruti , Pieter Nel, and Rob Whiteman “ The analytics academy: Bridging the gap between human and artificial intelligence ,” McKinsey Quarterly , September 25, 2019, Solly Brown, Darshit Gandhi, Louise Herring , and Ankur Puri   This article was updated in April 2024; it was originally published in April 2023. Want to know more about AI? Related articles. Ten unsung digital and AI ideas shaping business Driving innovation with generative AI As gen AI advances, regulators—and risk functions—rush to keep pace 418 IMAGES Critical Thinking Training Developing Critical Thinking Skills ensures success in your career 10 Top Critical Thinking Skills (And How to Improve Them) Critical_Thinking_Skills_Diagram_svg PPT Critical Thinking Exercises For Workplace VIDEO Cultivate Creative and Critical Thinking for Workplace Success Foundations of Critical Thinking Как построить эффективную систему управления корпоративными знаниями? / Марина Корсакова (МИРБИС) The Importance Of Critical Thinking 💡 Developing Critical Thinking Skills for Staff Empowerment #criticalthinking Corporate Training COMMENTS A Short Guide to Building Your Team's Critical Thinking Skills Summary. 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