Transcript Critical Thinking and Decision Making

Critical Thinking and
Decision Making
Arnuparp Lekhakula
Faculty of Medicine
Prince of Songkla University
Hat Yai, Songkhla
Knowledge and
Critical Thinking
“......knowledge is no more a substitute for
thinking than thinking is a substitute for
knowledge…There are too many brilliant
academics whose brilliance in their own
fields and lack of it outside those fields
shows the difference between knowledge
and thinking”
Knowledge and
Critical Thinking
“Imagination is more important than
knowledge”
Albert Einstein
Critical Thinking
• To recognize propaganda
• To analyse hidden assumptions in
arguments
• To recognise deliberate deception
• To assess credibility of information
• To work through problems/decisions in the
best way
Harpern, 1996
Critical Thinking
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Interpretation skills
Analysis skills
Evaluation skills
Inference skills
Argument skills
Reflection skills
Disposition skills
Metacognition
“Until you KNOW WHAT YOU KNOW’
you do not own your knowledge, and so
you do not know anything.”
Skills for Self-Directed Learning
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Self-evaluation and identification of needs
Accurate formulation of learning issues
Selection and use of appropriate resources
Selection of relevant, effective educational
activities
• Identification and rapid rejection of
irrelevant material
• Critical application of new knowledge
• Evaluation of steps
Thinking as
Hypothesis Testing
• Recognizing the need for and using operational
definitions
• Understanding the need to isolate and control
variables in order to make strong causal claims
• Checking for adequate sample size and possible
bias in sampling when a generalization is made
• Being able to describe the relationship between
any two variables
• Understanding the limits of correlational
reasoning
Skills for Creative Thinking
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Redefine the problem and goal
Find analogies
List relevant terms
Brainstorm
Check Lists
List Attributes
Positive, negative, interesting
Visualize
Browse
Decision Making Skills
• Framing a decision in several ways to
consider different sort of alternatives
• Generating alternatives
• Evaluating the consequences of various
alternatives
• Recognizing the bias in hindsight analysis
• Using a decision making worksheet
• Avoiding the entrapment bias
• Seeking discomfirming evidence
• Awareness of the effects of memory on
decisions
Problem Solving Skills
• Restating the problem and the goal to
consider different sorts of solutions
• Recognizing the critical role of persistence
• Using a quality representation of a
problem
• Understanding world view constraints
• Selecting the best strategy for the type of
the problem
• Actively seeking analogies
Problem Solving Skills
IDEAL (Bransford & Stein,1996)
Identify the problem
Define and represent the problem
Explore possible strategies
Act on the strategies
Look back and evaluate effects of
activities
Problem Solving Skills
อริยสัจ 4
• ทุกข์
• สมุทยั
• นิโรธ
• มรรค
Strategy for Facilitators of
Critical Thinking
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Affirming learners’ self-worth
Listening attentively
Showing your support
Reflecting and mirroring their ideas and actions
Motivating them
Regular evaluating the process
Helping them to create social networks with likeminded learners
• Raising awareness of how to learn to be critical
thinker
• Being role models for critical thinking
Hypotheticodeductive Model of
Medical Problem Solving
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Information perception and interpretation
Hypothesis generation
Enquiry strategy and clinical skills
Problem formulation
Closure via diagnostic and/or therapeutic
decision making
Clinical Process
• Consulting skills
• Clinical reasoning
• Clinical decision making
Consulting Skills
• What seems to be the problem?
Problem identification
• Is that really the problem?
Problem sensing
• What exactly is the problem?
Problem clarification
• Whose problem is it?
Problem acceptance
• Have I got it right?
Problem formulation
Clinical Reasoning
• What are the likely explanation?
Diagnostic hypothesis
• Where are the likely explanation?
Associating to interpretations
• How should I search?
Diagnostic strategy
• How should I correct clinical data?
Data collection
• How should I interpret what I’ve found?
Data interpretation
Clinical Reasoning
• What other evidence do I need?
Investigation and efficiency of
investigation
• What else could explain the picture?
Differential diagnosis
• What else must I check out?
Screening
• What exactly is the diagnosis?
Diagnosis
Clinical Decision-Making
• What could happen?
Possible outcomes
• What could I do about it?
Management options
• What can we achieve in this patient?
Choosing treatment goals
• What is important to the patient?
Values and preferences
• How do I decide exactly what to do?
Making decisions
Elements of Decision-Making
SQEJA
Situation/story/scenario
Questions on which you must
make a decision
Evidence
Judgment
Action
Why are Some Decisions
Difficult?
• Uncertainty about what will happen
• Conflicting consequences to be
balanced
• Complexity of interacting variables