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Critical Thinking

Critical Thinking. Single Decisions have Large Consequences. Stacy Zalenski Professionalism Caldwell College. As Behavior Analysts. We generally are not satisfied with anecdotes or second-hand information We want to see the data We want to collect data directly

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Critical Thinking

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  1. Critical Thinking Single Decisions have Large Consequences Stacy Zalenski Professionalism Caldwell College

  2. As Behavior Analysts • We generally are not satisfied with anecdotes or second-hand information • We want to see the data • We want to collect data directly • We know that even the most reputable data may not apply to every learner

  3. Casual vs. Critical Thinking • Casual Thinking—Problem Solving • “I need work done on my car, but don’t like my current mechanic. There is a local mechanic who has been in the same location for the past ten years. My friend takes her car there and recommended that I bring my car there.” Information (Data) Inference (Conclusion) Implication (Consequence) Assumptions

  4. Dangers of Casual Thinking • In our field, decisions have lasting impacts on both the learner and anyone who will ever come into contact with that learner. • Waste of time, money, & resources • May not work • May cause more harm • Examples: Sensory Integration & Facilitated Communication

  5. Ways of Knowing • Authority • Books, news/media, professionals & “experts” • Human error—cannot rely on findings simply because the source is a current leader in the field • Common Sense/ Intuition/ Logic • Relies solely on personal judgment • Scientific • Combines other sources, but is built upon standard practices for collecting evidence. M. Vigorito, (Fall 2009) Seton Hall University

  6. Critical Thinking Skills • According to “criticalthinking.org”, there are 35 dimensions of critical thought. • Affective Strategies • Thinking Independently • Developing Intellectual Courage • Cognitive Strategies, (Macro Abilities) • Clarifying Issues, Conclusions, or Beliefs • Making Inter-Disciplinary Connections • Cognitive Strategies, (Micro Abilities) • Distinguishing Relevant from Irrelevant Facts

  7. Critical Thinking • Analyze the Evidence • Refer back to Research Methods and rely on the current standards for presentation and analysis of data • Listen to all sides • You can discuss solutions found through problem solving, but don’t hold them as the ultimate truth without further study. • Don’t “assume” your interventions will work • Don’t believe that simply because you put it together, it is flawless • Submit your program to a “peer-review committee”

  8. In Summation • ASK QUESTIONS • Don’t let feelings or desires obstruct the truth. • Read the literature.

  9. References • Bailey, J., & Burch, M. (2010). 25 essential skills and strategies for the professional behavior analyst: Expert tips for maximizing consulting effectiveness. New York, NY: Routledge Taylor and Francis Group. • M. Vigorito (personal communication, fall 2009) • http://www.criticalthinking.org/pages/strategy-list-35-dimensions-of-critical-thought/466#s23 • http://www.youtube.com/watch?v=_9BMyaftZ1A • http://www.youtube.com/watch?NR=1&feature=endscreen&v=n_FN7pu-huU

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