processes of critical thinking

In this project, you will address a case study that intentionally does not give you enough detail for you to quickly resolve the issue. This is meant to enable you to use the processes of critical thinking to reach conclusions. Given the gaps in information provided to you, you will identify what you know, what you don’t know, and what questions you need to ask as you start your investigation of the facts of the case. The process is designed to encourage clear thinking and to help you to identify potential cognitive traps that could derail well-reasoned conclusions.
There are six steps that will lead you through this project. Most steps of this project should take no more than two hours to complete. Begin by watching the video above, which introduces the fictional scenario that forms the framework for this project. Then continue with Step 1: Prepare to Think Critically.
In this project, you will address a case study that intentionally does not give you enough detail for you to quickly resolve the issue. This is meant to enable you to use the processes of critical thinking to reach conclusions. Given the gaps in information provided to you, you will identify what you know, what you don’t know, and what questions you need to ask as you start your investigation of the facts of the case. The process is designed to encourage clear thinking and to help you to identify potential cognitive traps that could derail well-reasoned conclusions.
There are six steps that will lead you through this project. Most steps of this project should take no more than two hours to complete. Begin by watching the video above, which introduces the fictional scenario that forms the framework for this project. Then continue with Step 1: Prepare to Think Critically.
2. In this first step, you will prepare to respond to your boss’s request for an analysis of a problem in your organization. You realize that this will require careful thinking. So, you need to take time to review the process of critical thinking and problem analysis, as well as key habits of master thinkers and ethical decision making.
When you have finished your review of the learning resources, move on to the next step to identify the problem.
3. Your first task is to figure out how the circumstances resulted in a problem for the organization. Remember the direction from your boss is to “apply your critical thinking and analytical skills to figure out what happened, what we know and don’t know, and how the organization might remedy this situation.”
What is the problem that resulted from the circumstances, and why might there be different interpretations of the facts? Outline the points that you want to make in the first two sections of your paper (introduction and explanation), and draft those sections.
Next, you will analyze the information.
Information for 5page Paper:
Strategic Communications Critical Thinking Scenario
As you drive in to work on a misty Friday morning, you’re looking forward to a quiet day before taking off for home and a relaxing weekend around the house.
As soon as you sit down in your office with that first cup of coffee, you get a call from the COO’s office. They need you in the C-suite right away. You let your three-person team know. Leadership is already there with the union rep and the company’s crisis manager, so you hurry to join them.
About 15 minutes ago, the company lost communications with its plant in western Nebraska. One minute later, the security company called to say alarms were going off at the transportation warehouse and live video showed smoke; they notified the local police and fire departments. A minute after that, the union steward there reported absolute chaos at the plant: There was an explosion, windows smashed, and employees inside bloodied and crying for help.
The plant manager is on the phone. He doesn’t know what happened, but he says the Operations Manager came by and told him four employees are missing from the transportation warehouse. You inquire about other injuries and damage. He doesn’t know for sure, but he thinks the main plant is okay except for the loss of electricity and broken windows. He also mentions that from what he can see, the building is being evacuated according to plan.
You are getting a lot of calls, and the regional press is all over your Twitter account. You hear rumors are spreading through the office. Employees on the scene are telling your counterpart there that a shed outside the transportation warehouse caught on fire and took down a wooden electrical pole, which ignited an aboveground natural gas line, which blew up.
You want to set up a news conference but you’re not sure yet how, where, or who should attend. Your boss wants to know what to say in 15 minutes. You have to respond, so you report to your boss a possible explanation that you heard from your 2 crew: They heard that an employee was smoking in the shed and that may be the cause of the fire. Your boss states this in the news conference when he is asked.
Thirty minutes after that, your counterpart calls with another update: All four missing employees have been found! Two are injured and the other two are heroes who brought them to safety. All four have been taken to the local hospital. Meanwhile, you receive a phone call from a woman saying that she is afraid that her husband is planning to blow up the building. He told her he planted some explosives on the property, but she doesn’t know where.
Later in the day, you learn damage to the plant was minimal, but the transportation warehouse was destroyed. You also hear the union rep wants to speak to management about working conditions at the plant. He also wants to discuss medical costs for employees above what workers’ compensation and insurance cover.
What are your reporting priorities for all this information, and how will you present what you know and don’t know to your boss?

Step 3: Analyze the Information
Now that you have some understanding of the nature of the problem and the parties involved, it’s time to gather and analyze information. The problem analysis resources will aid your analysis and development of the third section of the paper.
Outline the points that you want to make in Section 3: Analysis of the Information, then draft that section.
In the following step, you will consider other viewpoints, conclusions, and solutions.
Step 4: Consider and Analyze Other Viewpoints, Conclusions, and Solutions
Once you have completed your analysis of the incident, the next step is to consider other viewpoints, conclusions, and solutions. To do this, you will need to apply ethical decision making skills. If you missed it earlier, we also recommend that you read Randolph Pherson’s “The Five Habits of the Master Thinker,” a paper written for intelligence analysts, but applicable to all analytical thinking and reasoning.
Outline the points that you want to make in Section 4: Analysis of Alternative Viewpoints, Conclusions, and Solutions, and draft that section of your paper.
When you are finished, move to the next step, which involves developing your conclusions.
Step 5: Develop Well-Reasoned Conclusions
Now that you’ve considered various viewpoints, you’re ready to develop your own personal conclusions and suggest solutions that your boss can bring to leadership in briefing them about the situation.
Remember, you may need to consult outside references, but this is not a research paper. It should be investigative in nature about the facts of the case. Cite any outside sources carefully.
Now, outline your argument and draft Section 5: Conclusions and Recommendations, the final section. Your boss is expecting to receive a concise, focused paper to prepare for further meetings. Stay focused on the main points, although you may have many facts that could be used to answer any questions. You will submit your paper in the final step.
Step 6: Submit Critical Thinking Paper
The final paper should be no more than five double-spaced pages, excluding the cover page and references page(s). Organize the paper in accordance with your preparatory steps, using these subheadings:
Title of Paper (centered and bold) There is no heading named “Introduction”
Explanation of the Issue (centered and bold)
Analysis of the Information (centered and bold)
Consideration of Alternative Viewpoints, Conclusions, and Solutions (centered and bold)
Conclusions and Recommendations (centered and bold)
If you have used any outside sources, you will include a References page in proper APA 7 format.
Here are some tips for success:
Consider outside sources if they inform your case. However, stay on task.
Use APA style for in-text and reference citations. At this point, your citations should be error-free.
Consider these best practices for a paper:
An effective introduction grabs the reader’s attention and sets the tone and direction for the rest of the paper.
Supporting paragraphs move the reader from the general introduction to the more specific aspects of your analysis.
Body paragraphs provide support for your argument.
A conclusion leads to a natural closing for what you have presented.
Check Your Evaluation Criteria
Before you submit your assignment, review the competencies below, which your instructor will use to evaluate your work. A good practice would be to use each competency as a self-check to confirm you have incorporated all of them. To view the complete grading rubric, click My Tools, select Assignments from the drop-down menu, and then click the project title.
1.1: Organize document or presentation clearly in a manner that promotes understanding and meets the requirements of the assignment.
1.2: Develop coherent paragraphs or points so that each is internally unified and so that each functions as part of the whole document or presentation.
1.4: Tailor communications to the audience.
1.5: Use sentence structure appropriate to the task, message and audience.
1.6: Follow conventions of Standard Written English.
2.1: Identify and clearly explain the issue, question, or problem under critical consideration.
2.2: Locate and access sufficient information to investigate the issue or problem.
2.4: Consider and analyze information in context to the issue or problem.
2.5: Develop well-reasoned ideas, conclusions or decisions, checking them against relevant criteria and benchmarks.