Description
Learning Outcomes: Define different perspectives and concepts of problem solving in diverse contexts and business situations. (C.L.O :1.2) Demonstrate decision tools and employ appropriate analytical business models to break down complex issues. (C.L.O :2.2) Explain and apply critical thinking and cognitive psychology as it pertains to analyze and synthesize information for problem solving and decision making. (C.L.O :2.1) Case Study: Talal, CEO and the president of a pharmaceutical company based in Riyadh. Talal is going to retire after three months and has been asked to select his successor. He wanted to decide one candidate from the following three best possible candidates he feels would best take over his position. Badar the VP – Marketing, Working with company from 20 years and under Talal for 7 years. Rayyan the VP-Operations, been with company 23 years has most experience. Sayeed VP-HR, been with company for 15years but has worked his way up the ladder impressively. Outside the workplace Badar, Rayyan, Sayeed are close friends and after receiving word that they are the finalists for the job promotion. Tension rises both within and outside the workplace. They also find out that the decision will not be announced until few weeks, which causes that tension to raise that much more. Outside the work the three close friends have not talked nearly as much since the promotion announcements and is causing negative effects in their home lives. With the three of them failing to communicate, they won’t know how they each perceive the situation, thus building on the already present stress and anxiety. Talal ultimately chooses Badar due to his experience under him as VP. This puts even more responsibility in Badar’s hands. The decision surely sends shockwaves throughout the company, starting with Rayyan and Sayeed. Rayyan is extremely upset with the decision, and with him being a very verbally aggressive person, he starts to cause some conflict with his work behaviour. Sayeed, who is also highly upset, decides he cannot work under Badar, quits the job, and cuts off the friendship they had. To resolve this conflict, Badar calls multiple meetings hoping to improve the communication within the business, however, this backfires tremendously. Rayyan’s work behaviour continues to spiral out of control and is constantly verbally aggressive in meetings, targeting Badar in certain comments, which only makes things worse by making the rest of the group uncomfortable, this leaves Badar clueless as what to do simply because he has not done anything wrong. He was awarded a job promotion and has not done anything to provoke Rayyan or Sayeed to act the way they have. Read the above case study and answer the following questions: Q1: What is the main problem in the above case? [Marks 3] Q2: Discuss the problem with 5-Why analysis. Draw a cause-and-effect diagram based on the problem of the case?[Marks 4] Q2: If you are consultant and asked to solve the problem, how will you solve the problem of case? What are the steps you will follow to solve?[Marks 3] Answers
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المملكة العربية السعودية
وزارة التعليم
الجامعة السعودية اإللكترونية
Kingdom of Saudi Arabia
Ministry of Education
Saudi Electronic University
College of Administrative and Financial Sciences
Assignment 1
Decision Making and Problem Solving (MGT 312)
Due Date: End of Week 7, 16-03-2024
Course Name: Decision Making and Problem Student’s Name:
Solving
Course Code: MGT312
Student’s ID Number:
Semester: Second
CRN:
Academic Year:2023-24; SECOND SEMESTER
For Instructor’s Use only
Instructor’s Name:
Students’ Grade:
/ 10
Level of Marks: High/Middle/Low
General Instructions – PLEASE READ THEM CAREFULLY
•
•
•
•
•
•
•
•
The Assignment must be submitted on Blackboard (WORD format only) via allocated
folder.
Assignments submitted through email will not be accepted.
Students are advised to make their work clear and well presented; marks may be reduced
for poor presentation. This includes filling your information on the cover page.
Students must mention question number clearly in their answer.
Late submission will NOT be accepted.
Avoid plagiarism, the work should be in your own words, copying from students or other
resources without proper referencing will result in ZERO marks. No exceptions.
All answered must be typed using Times New Roman (size 12, double-spaced) font. No
pictures containing text will be accepted and will be considered plagiarism).
Submissions without this cover page will NOT be accepted.
Learning Outcomes:
1. Define different perspectives and concepts of problem solving in diverse contexts
and business situations. (C.L.O :1.2)
2. Demonstrate decision tools and employ appropriate analytical business models to
break down complex issues. (C.L.O :2.2)
3. Explain and apply critical thinking and cognitive psychology as it pertains to
analyze and synthesize information for problem solving and decision making.
(C.L.O :2.1)
Case Study:
Talal, CEO and the president of a pharmaceutical company based in Riyadh. Talal is going
to retire after three months and has been asked to select his successor. He wanted to decide
one candidate from the following three best possible candidates he feels would best take
over his position.
1) Badar the VP – Marketing, Working with company from 20 years and under Talal
for 7 years.
2) Rayyan the VP-Operations, been with company 23 years has most experience.
3) Sayeed VP-HR, been with company for 15years but has worked his way up the
ladder impressively.
Outside the workplace Badar, Rayyan, Sayeed are close friends and after receiving word
that they are the finalists for the job promotion. Tension rises both within and outside the
workplace. They also find out that the decision will not be announced until few weeks,
which causes that tension to raise that much more. Outside the work the three close friends
have not talked nearly as much since the promotion announcements and is causing negative
effects in their home lives. With the three of them failing to communicate, they won’t know
how they each perceive the situation, thus building on the already present stress and anxiety.
Talal ultimately chooses Badar due to his experience under him as VP. This puts even more
responsibility in Badar’s hands. The decision surely sends shockwaves throughout the
company, starting with Rayyan and Sayeed. Rayyan is extremely upset with the decision,
and with him being a very verbally aggressive person, he starts to cause some conflict with
his work behaviour. Sayeed, who is also highly upset, decides he cannot work under Badar,
quits the job, and cuts off the friendship they had.
To resolve this conflict, Badar calls multiple meetings hoping to improve the
communication within the business, however, this backfires tremendously. Rayyan’s work
behaviour continues to spiral out of control and is constantly verbally aggressive in
meetings, targeting Badar in certain comments, which only makes things worse by making
the rest of the group uncomfortable, this leaves Badar clueless as what to do simply because
he has not done anything wrong. He was awarded a job promotion and has not done
anything to provoke Rayyan or Sayeed to act the way they have.
Read the above case study and answer the following questions:
Q1: What is the main problem in the above case?
[Marks 3]
Q2: Discuss the problem with 5-Why analysis. Draw a cause-and-effect diagram
based on the problem of the case?
[Marks 4]
Q2: If you are consultant and asked to solve the problem, how will you solve the
problem of case? What are the steps you will follow to solve? [Marks 3]
Answers
Part 1: Identifying and Defining Problems
Objectives
• Understand problem solving
• Analyze problems
• Work with problem owners and
stakeholders
• Develop effective problem statements
• فهم حل المشكالت
• تحليل المشاكل
• العمل مع أصحاب المشكلة وأصحاب المصلحة
تطوير بيانات مشكلة فعالة
Objectives
• Determine causes
• Simplify complex problems
• Identify and manage risks
• Avoid problem-solving traps
•
تحديد األسباب
• تبسيط المشاكل المعقدة
• تحديد وإدارة المخاطر
• تجنب الفخاخ حل المشاكل
Understanding Problem Solving
• A professional in any occupation
should be a problem solver
• People who can identify, define, and
solve problems are valued members
of an organization
• يجب أن يكون المحترف في أي مهنة حالً للمشاكل
األشخاص الذين يمكنهم تحديد المشكالت وتحديدها
وحلها هم أعضاء قيّمان في منظمة ما
Understanding Problem Solving
• Guidelines for solving problems:
• Identify yourself as a problem solver
• Recognize problems
• Select an intuitive approach for solving
problems
• Select a systematic approach for solving
problems
• Make decisions
:إرشادات لحل المشكالت
حدد نفسك كحل للمشكلة
التعرف على المشاكل
حدد طريقة بديهية لحل المشكالت
حدد طريقة منظمة لحل المشكالت
صنع القرارات
Understanding Problem Solving
Basic problem-solving steps
خطوات حل المشاكل األساسية
تحديد المشكلة
تجميع المعلومات
وضوح المشكلة
النظر في الوضع المحتمل
حدد الخيار األفضل
اتخاذ القرار ومراقبة الحل
Analyzing Problems
• Companies rely on employees to
identify problems and solve them
• Much of the effort in problem solving
involves understanding what the
underlying issues really are
• Defining the real problem is the first
major milestone on the way to a
solution
• تعتمد الشركات على الموظفين لتحديد المشاكل وحلها يتضمن
الكثير من الجهد المبذول في حل المشكالت فهم القضايا
األساسية بالفعل إن تحديد المشكلة الحقيقية هو أول معلم
رئيسي على الطريق إلى الحل
Analyzing Problems
• Do’s and Don’ts for analyzing
problems:
• Look for deficiencies
• Interview and gather data
• Observe as much as you can
• Ask what, not who
• Have a reality check
•
ابحث:ما يجب فعله وما ال يجب فعله لتحليل المشكالت
عن النواقص مقابلة وجمع البيانات مراقبة قدر ما تستطيع
وليس من لديك التحقق من الواقع، اسأل ماذا
Working with Problem Owners and
Stakeholders
العمل مع أصحاب المشكلة وأصحاب المصلحة
• When you solve a problem for
someone else, that person is the
problem owner
• Stakeholders are people who are also
affected or whose involvement you
need to resolve the matter
•
فهذا الشخص هو، عندما تحل مشكلة لشخص آخر
مالك المشكلة أصحاب المصلحة هم األشخاص
ضا أو الذين تحتاج مشاركتهم لحل المسألة
ً المتأثرون أي
Working with Problem Owners and
Stakeholders
العمل مع أصحاب المشكلة وأصحاب المصلحة
• Do’s and Don’ts for working with
problem owners and stakeholders:
• Solicit input from the problem owners
• Recognize opinions and assumptions
• Communicate your progress clearly
• Do your homework carefully
• Provide choices
• Promote your solution
ما يجب فعله وما ال يجب فعله للتعامل مع أصحاب المشكالت
:وأصحاب المصلحة
• التماس مدخالت من أصحاب المشكلة التعرف على اآلراء
واالفتراضات التواصل تقدمك بشكل واضح قم بأداء واجبك بعناية
توفير الخيارات تعزيز الحل الخاص بك
Developing Effective Problem Statements
تطوير بيانات المشاكل الفعالة
• A problem statement is a clear, concise
description of the problem and the effect
you expect from the solution
• The purpose of the problem statement is to
describe a single problem objectively
• Include the problem statement in your
proposals, progress reports, and
discussions with stakeholders
•
بيان المشكلة هو وصف واضح وموجز للمشكلة واألثر الذي
تتوقعه من الحل الغرض من بيان المشكلة هو وصف مشكلة
واحدة بموضوعية قم بتضمين بيان المشكلة في المقترحات
والتقارير المرحلية والمناقشات مع أصحاب المصلحة
Developing Effective Problem Statements
تطوير بيانات المشاكل الفعالة
• Guidelines for developing problem
statements:
•
•
•
•
•
•
Describe the ideal situation
Briefly summarize the problem
Identify symptoms of the problem
Describe the size and scope of the problem
Identify the consequences
Explain any other research or investigation that
you may pursue
:إرشادات لتطوير عبارات المشكلة
وصف الوضع المثالي تلخيص المشكلة باختصار التعرف على
أعراض المشكلة صف حجم ونطاق المشكلة تحديد العواقب اشرح أي
بحث أو تحقيق آخر يمكنك متابعته
Determining Causes
تحديد األسباب
• It is common to overlook the root cause of
problems and focus only on symptoms
• Complex situations usually involve
interrelated problems, each with a different
cause
• To link a problem to its cause, you must
perform a root-cause analysis, a study that
determines the real basis for the problem
من الشائع التغاضي عن األسباب الجذرية للمشاكل والتركيز
فقط على األعراض عادة ما تتضمن الحاالت المعقدة مشكالت
، لكل منها أسباب مختلفة لربط مشكلة بقضيتها، مترابطة
وهي دراسة تحدد األساس، يجب إجراء تحليل جذري
الحقيقي للمشكلة
Determining Causes
تحديد األسباب
• To determine causes:
•
•
•
•
•
•
Differentiate between symptoms and causes
Look for more than one cause
Consider the cost
Use the 5 Whys technique
Create a cause-and-effect diagram
:لتحديد األسباب
• التفريق بين األعراض واألسباب ابحث عن أكثر من سبب واحد
5 النظر في التكلفة استخدم تقنيةWhys قم بإنشاء رسم بياني
للسبب والتأثير
Determining Causesتحديد األسباب
Cause-and-effect diagram
السبب والنتيجة رسم بياني
Simplifying Complex Problems
تبسيط المشاكل المعقدة
• Complex problems have no clear boundaries,
are unique, and have no single optimal
solution
• Complex problems frequently involve multiple
stakeholders with competing agendas
• Most complex problems consist of smaller sub
problems that affect each other in ways that
complicate the larger problems
• وليس لها حل مثالي واحد، وهي فريدة، المشاكل المعقدة ليس لها حدود واضحة
•
المشاكل المعقدة في كثير من األحيان تنطوي على العديد من أصحاب المصلحة مع
جداول األعمال المتنافسة
•
تتكون معظم المشاكل المعقدة من مشكالت فرعية أصغر تؤثر على بعضها البعض
بطرق تعقيد المشكالت األكبر
Simplifying Complex Problems
تبسيط المشاكل المعقدة
• To simplify complex problems:
•
•
•
•
•
Identify the major symptoms
Consider each problem individually
Rank the sub problems
Look for interdependencies
Delegate sub problems
:لتبسيط المشاكل المعقدة
التعرف على األعراض الرئيسية
النظر في كل مشكلة على حدة
رتب المشاكل الفرعية
ابحث عن االعتمادات المتبادلة
مندوب المشاكل الفرعية
Identifying and Managing Risks
تحديد وإدارة المخاطر
• Any decision you make or solution you
implement involves some risk, which is an
exposure to a chance of loss or damage
• Risk is an inevitable part of business,
especially when you are introducing
creative changes
• With careful planning, you can often avoid
many of these risks or reduce their
drawbacks
وهو التعرض لفرصة، ينطوي أي قرار تقوم به أو حل تقوم بتطبيقه على بعض المخاطر
الضياع أو التلف
خاصة عندما تقوم بتقديم تغييرات إبداعية، الخطر هو جزء ال مفر منه في العمل
يمكنك في كثير من األحيان تجنب العديد من هذه المخاطر أو الحد، مع التخطيط الدقيق
من عيوبها
Identifying and Managing Risks
تحديد وإدارة المخاطر
• Guidelines for identifying and managing
risks:
•
•
•
•
•
Be aware of potential risks
Assess your risk/reward ratio
Reduce your risk by testing
Develop a fallback position or a backup plan
Keep everyone informed
:إرشادات لتحديد وإدارة المخاطر
كن على بينة من المخاطر المحتملة
المكافآت الخاصة بك/ تقييم نسبة المخاطر
تقليل المخاطر عن طريق االختبار
تطوير موقف احتياطي أو خطة احتياطية
ابق الجميع على اطالع
Avoiding Problem-Solving Traps
تجنب مصاعب حل المشكالت
• Solving problems demands the following:
•
•
•
•
Logical thinking
Creative thinking
Willingness to redefine goals
Acceptance of solutions that manage rather
than eliminate problems
• Habits and unacknowledged biases impair
problem solvers’ ability to solve problems
:حل المشكالت يتطلب ما يلي
التفكير المنطقي
تفكير إبداعي
الرغبة في إعادة تعريف األهداف
قبول الحلول التي تدير المشاكل بدالً من القضاء عليها
تضعف العادات والتحيزات غير المعترف بها من قدرة أصحاب المشكالت على حل المشكالت
Avoiding Problem-Solving Traps
تجنب مصاعب حل المشكالت
• To avoid problem-solving traps:
• Avoid the positive outcome bias
• Avoid “not invented here”
• Avoid the need for quick closure
• Avoid the bandwagon effect
• Avoid self-serving bias
:لتجنب الفخاخ حل المشكالت
تجنب انحياز النتيجة اإليجابية
“تجنب “لم يخترع هنا
تجنب الحاجة إلى إغالق سريع
تجنب تأثير العربة
تجنب التحيز الذاتي
Avoiding Problem-Solving Traps
تجنب مصاعب حل المشكالت
Avoid the bandwagon, or herd, effect
التأثير، أو القطيع، تجنب العربة
Technology @ Work: Crowdsourcing
التعهيد الجماعي:تكنولوجيا @ العمل
• Crowdsourcing characterizes a way of using
groups to solve problems
• The groups are usually online communities
• An organization broadcasts a problem to the
crowd as an open call for solutions
• The crowd submits solutions, then sorts through
them, finding the best ones
• يميز التعهيد الجماعي طريقة الستخدام المجموعات لحل المشكالت
• عادةً ما تكون المجموعات عبارة عن منتديات عبر اإلنترنت
• تبث منظمة مشكلة للحشد كمكالمة مفتوحة للحلول
• للعثور على، ثم يتم فرزها من خاللهم، يقوم الحشد بتقديم الحلول
أفضلها
Technology @ Work:
Crowdsourcing
• Advantages of crowdsourcing to a
company are that it can investigate
problems at low cost and produce
innovative solutions from a wider range of
amateurs and experts than it employs
• Risks to the company are that it might
waste time looking for a solution from the
crowd, who is not committed to helping the
company
مزايا التعهيد الجماعي لشركة ما هي أنها تستطيع التحقيق في
المشاكل بتكلفة منخفضة وإنتاج حلول مبتكرة من مجموعة
أوسع من الهواة والخبراء مما توظفه المخاطر على الشركة
الذي، هي أنها قد تضيع الوقت في البحث عن حل من الحشد
ال يلتزم بمساعدة الشركة
Technology@ Work:
Crowdsourcing
• Successful examples of crowdsourcing
include proofreading StumbleUpon and
Stardust@home
• Guidelines for crowdsourcing:
•
•
•
•
•
•
•
•
•
•
Strength in numbers
Collaboration matters
Different, not necessarily better
Good for the company, not for the crowd
لأمثلة الناجحة على التعهيد الجماعي تشمل تدقيقStumbleUpon و
Stardust @ home
:إرشادات التعهيد الجماعي
قوة في األرقام
التعاون مهم
وليس بالضرورة أفضل، مختلفة
جيد للشركة وليس للحشد
Technology @ Work:
Crowdsourcing
Challenge.gov
Summary
• Keep problem solving guidelines in mind
• Analyze problems as the first step in
solving them
• Involve problem owners and stakeholders
in the problem solving process
• Develop effective problem statements
الحفاظ على المبادئ التوجيهية حل المشكلة في االعتبار
تحليل المشاكل كخطوة أولى في حلها
إشراك أصحاب المشكلة وأصحاب المصلحة في عملية حل
المشكلة
تطوير بيانات مشكلة فعالة
Summary
• To link a problem to its cause, perform
root-cause analysis
• Simplify complex problems as much as
possible
• Be aware of and manage risk when
implementing solutions
• Avoid problem-solving traps
• قم بإجراء تحليل السبب الجذري، لربط مشكلة بقضيتها
• تبسيط المشاكل المعقدة قدر اإلمكان
• كن على علم وإدارة المخاطر عند تنفيذ الحلول
• تجنب الفخاخ حل المشاكل
Part 2: Solving the Problem
Objectives
Gather and analyze data
Develop alternatives
Evaluate options
Implement the solution
ﺟﻣﻊ وﺗﺣﻠﯾل اﻟﺑﯾﺎﻧﺎت
ﺗطوﯾر ﺑداﺋل
ﺗﻘﯾﯾم اﻟﺧﯾﺎرات
ﺗﻧﻔﯾذ اﻟﺣل
Objectives
Monitor and manage the solution
Verify the solution
Use adaptive techniques
Develop ethical solutions
ﻣراﻗﺑﺔ وإدارة اﻟﺣل
ﺗﺣﻘق ﻣن اﻟﺣل
اﺳﺗﺧدم ﺗﻘﻧﯾﺎت اﻟﺗﻛﯾف
ﺗطوﯾر اﻟﺣﻠول اﻷﺧﻼﻗﯾﺔ
Gathering and Analyzing Data
Before you can solve a business problem, you
should gather relevant data and analyze it
Successful business decisions are based on
sound information
To systematically gather and analyze the data
related to your problem, start by identifying your
goal and looking for information related to it
ﯾﺟب ﻋﻠﯾك ﺟﻣﻊ اﻟﺑﯾﺎﻧﺎت ذات، ﻗﺑل أن ﺗﺗﻣﻛن ﻣن ﺣل ﻣﺷﻛﻠﺔ أﻋﻣﺎل
اﻟﺻﻠﺔ وﺗﺣﻠﯾﻠﮭﺎ
ﺗﺳﺗﻧد ﻗرارات اﻷﻋﻣﺎل اﻟﻧﺎﺟﺣﺔ ﻋﻠﻰ اﻟﻣﻌﻠوﻣﺎت اﻟﺳﻠﯾﻣﺔ
اﺑدأ ﺑﺗﺣدﯾد ھدﻓك، ﻟﺟﻣﻊ وﺗﺣﻠﯾل اﻟﺑﯾﺎﻧﺎت اﻟﻣﺗﻌﻠﻘﺔ ﺑﻣﺷﻛﻠﺗك ﺑﺷﻛل ﻣﻧﮭﺟﻲ
واﻟﺑﺣث ﻋن اﻟﻣﻌﻠوﻣﺎت اﻟﻣﺗﻌﻠﻘﺔ ﺑﮫ
Gathering and Analyzing Data
Guidelines for gathering data:
Ø Define your data needs
Ø Do not overestimate what you know about the problem
Ø Document the data and its sources
Ø Examine existing information first
Ø Rely on people as your most important resource
Ø Consider interrelationships
Ø : إرﺷﺎدات ﻟﺟﻣﻊ اﻟﺑﯾﺎﻧﺎت
Ø ﺗﺣدﯾد اﺣﺗﯾﺎﺟﺎت اﻟﺑﯾﺎﻧﺎت اﻟﺧﺎﺻﺔ ﺑك
Ø ﻻ ﺗﺑﺎﻟﻎ ﻓﻲ ﺗﻘدﯾر ﻣﺎ ﺗﻌرﻓﮫ ﻋن اﻟﻣﺷﻛﻠﺔ
Ø ﺗوﺛﯾق اﻟﺑﯾﺎﻧﺎت وﻣﺻﺎدرھﺎ
Ø دراﺳﺔ اﻟﻣﻌﻠوﻣﺎت اﻟﻣوﺟودة أوﻻ
Ø اﻋﺗﻣد ﻋﻠﻰ اﻟﻧﺎس ﻛﺄھم ﻣورد ﻟدﯾك
Ø اﻟﻧظر ﻓﻲ اﻟﻌﻼﻗﺎت اﻟﻣﺗﺑﺎدﻟﺔ
Gathering and Analyzing Data
Viewing data in different ways ﻋرض اﻟﺑﯾﺎﻧﺎت ﺑطرق ﻣﺧﺗﻠﻔﺔ
Developing Alternatives
After researching a problem and
collecting data, start to consider
alternatives and solutions
This creative phase of the process
requires imagination and intuition
اﺑدأ ﻓﻲ اﻟﺗﻔﻛﯾر، ﺑﻌد اﻟﺑﺣث ﻋن ﻣﺷﻛﻠﺔ وﺟﻣﻊ اﻟﺑﯾﺎﻧﺎت
ﻓﻲ اﻟﺑداﺋل واﻟﺣﻠول
ﺗﺗطﻠب ھذه اﻟﻣرﺣﻠﺔ اﻹﺑداﻋﯾﺔ ﻣن اﻟﻌﻣﻠﯾﺔ ﺧﯾﺎل وﺣد ًﺳﺎ
Developing Alternatives
Guidelines for developing
alternatives:
Ø Think creatively
Ø Brainstorm ideas
Ø Ask others for advice
Ø Develop a mind map
Ø :إرﺷﺎدات ﻟﺗطوﯾر اﻟﺑداﺋل
Ø ﻓﻛر ﺑطرﯾﻘﺔ إﺑداﻋﯾﺔ
Ø وﺿﻊ اﻷﻓﻛﺎر
Ø اطﻠب ﻣن اﻵﺧرﯾن اﻟﻧﺻﯾﺣﺔ
Ø ﺗطوﯾر اﻟﺧرﯾطﺔ اﻟذھﻧﯾﺔ
Analyzing Problems
Brainstorming اﻟﻌﺻف اﻟذھﻧﻲ
Analyzing Problems
Mind Map ﺧرﯾطﺔ ذھﻧﯾﺔ
Evaluating Options
Analyze the trade-offs among competing needs
and options
Your goal should be to develop a good solution by
evaluating, modifying, and improving on your
ideas
Asses each alternative carefully
Use objective criteria to avoid making snap
decisions
ﺗﺣﻠﯾل اﻟﻣﻘﺎﯾﺿﺎت ﺑﯾن اﻻﺣﺗﯾﺎﺟﺎت واﻟﺧﯾﺎرات اﻟﻣﺗﻧﺎﻓﺳﺔ
ﯾﺟب أن ﯾﻛون ھدﻓك ھو ﺗطوﯾر ﺣل ﺟﯾد ﻣن ﺧﻼل ﺗﻘﯾﯾم أﻓﻛﺎرك وﺗﻌدﯾﻠﮭﺎ
وﺗﺣﺳﯾﻧﮭﺎ
ﯾﻘرر ﻛل ﺑدﯾل ﺑﻌﻧﺎﯾﺔ
اﺳﺗﺧدم ﻣﻌﺎﯾﯾر ﻣوﺿوﻋﯾﺔ ﻟﺗﺟﻧب اﺗﺧﺎذ ﻗرارات ﻣﻔﺎﺟﺋﺔ
Evaluating Options
Steps in evaluation options:
Ø Choose an evaluation method
Ø Select the criteria
Ø Weigh your criteria
Ø Rate the alternatives
Ø Make a decision
Ø :ﺧطوات ﻓﻲ ﺧﯾﺎرات اﻟﺗﻘﯾﯾم
Ø اﺧﺗر طرﯾﻘﺔ اﻟﺗﻘﯾﯾم
Ø ﺣدد اﻟﻣﻌﺎﯾﯾر
Ø زن اﻟﻣﻌﺎﯾﯾر اﻟﺧﺎﺻﺔ ﺑك
Ø ﻗﯾم اﻟﺑداﺋل
Ø اﺻﻧﻊ ﻗرار
Implementing the Solution
Moving from planning to implementation is a
significant milestone
During implementation, you begin to make
decisions, take actions, and put your plans into
practice
Communicate clearly and frequently during this
stage
Act decisively rather than planning endlessly
ﯾﻌﺗﺑر اﻻﻧﺗﻘﺎل ﻣن اﻟﺗﺧطﯾط إﻟﻰ اﻟﺗﻧﻔﯾذ ﻋﻼﻣﺔ ﺑﺎرزة
ووﺿﻊ، واﺗﺧﺎذ اﻹﺟراءات، ﺗﺑدأ ﻓﻲ اﺗﺧﺎذ اﻟﻘرارات، أﺛﻧﺎء اﻟﺗﻧﻔﯾذ
ﺧططك ﻣوﺿﻊ اﻟﺗﻧﻔﯾذ
اﻟﺗواﺻل ﺑوﺿوح وﺑﺷﻛل ﻣﺗﻛرر ﺧﻼل ھذه اﻟﻣرﺣﻠﺔ
اﻟﺗﺻرف ﺑﺷﻛل ﺣﺎﺳم ﺑدﻻً ﻣن اﻟﺗﺧطﯾط ﺑﻼ ﻧﮭﺎﯾﺔ
Implementing the Solution
Guidelines for implementing a solution:
Ø Get approval from the problem owner
Ø Develop a plan
Ø Notify stakeholders
Ø Anticipate opposition
Ø Take action
Ø :إرﺷﺎدات ﻟﺗﻧﻔﯾذ ﺣل
Ø اﻟﺣﺻول ﻋﻠﻰ ﻣواﻓﻘﺔ ﻣن ﻣﺎﻟك اﻟﻣﺷﻛﻠﺔ
Ø ﺗطوﯾر ﺧطﺔ
Ø إﺧطﺎر أﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ
Ø ﺗوﻗﻊ اﻟﻣﻌﺎرﺿﺔ
Ø أﺑدي ﻓﻌل
Monitoring and Managing the
Solution
Most solutions involve related choices, tasks, and
the participation of others
Managers, coworkers, and stakeholders expect
you to deal professionally and competently with
interruptions, delays, and unexpected events
Planning for and identifying trouble quickly helps
you minimize disruption and problems
ﺗﺗﺿﻣن ﻣﻌظم اﻟﺣﻠول اﻟﺧﯾﺎرات واﻟﻣﮭﺎم وﻣﺷﺎرﻛﺔ اﻵﺧرﯾن
ﯾﺗوﻗﻊ ﻣﻧك اﻟﻣدراء وزﻣﻼء اﻟﻌﻣل وأﺻﺣﺎب اﻟﻣﺻﻠﺣﺔ اﻟﺗﻌﺎﻣل ﺑﻛﻔﺎءة
واﺣﺗراف ﻣﻊ اﻻﻧﻘطﺎﻋﺎت واﻟﺗﺄﺧﯾرات واﻷﺣداث ﻏﯾر اﻟﻣﺗوﻗﻌﺔ
ﯾﺳﺎﻋد اﻟﺗﺧطﯾط ﻟﻠﻣﺷﻛﻠﺔ وﺗﺣدﯾدھﺎ ﺑﺳرﻋﺔ ﻋﻠﻰ ﺗﻘﻠﯾل اﻻﺿطراﺑﺎت
واﻟﻣﺷﻛﻼت
Monitoring and Managing the
Solution
Guidelines for monitoring and managing the
solution:
Ø Identify key variables
Ø Select an appropriate level of monitoring
Ø Involve others with the process
Ø Be persistent
Ø Make corrections promptly
Ø :ﻣﺑﺎدئ ﺗوﺟﯾﮭﯾﺔ ﻟرﺻد وإدارة اﻟﺣل
Ø ﺗﺣدﯾد اﻟﻣﺗﻐﯾرات اﻟرﺋﯾﺳﯾﺔ
Ø ﺣدد ﻣﺳﺗوى ﻣﻧﺎﺳب ﻣن اﻟﻣراﻗﺑﺔ
Ø إﺷراك اﻵﺧرﯾن ﻓﻲ ھذه اﻟﻌﻣﻠﯾﺔ
Ø ﻛن ﻣﺛﺎﺑرا
Ø ﺟﻌل اﻟﺗﺻﺣﯾﺣﺎت ﻋﻠﻰ اﻟﻔور
Monitoring and Managing the
Solution
Levels of monitoring ﻣﺳﺗوﯾﺎت اﻟﻣراﻗﺑﺔ
Verifying the Solution
Expect surprises during implementation
Stay involved with the project and make necessary
corrections along the way
Ask yourself and others:
Ø How well is the solution working
Ø How realistic are the objectives
Ø What is not working as expected
Ø ﺗوﻗﻊ اﻟﻣﻔﺎﺟﺂت أﺛﻧﺎء اﻟﺗﻧﻔﯾذ
Ø اﺑق ﻣﺷﺎرﻛﺎ ﻓﻲ اﻟﻣﺷروع وﻗم ﺑﺈﺟراء اﻟﺗﺻﺣﯾﺣﺎت اﻟﻼزﻣﺔ ﻋﻠﻰ
طول اﻟطرﯾق
Ø :اﺳﺄل ﻧﻔﺳك واﻵﺧرﯾن
Ø ﻣﺎ ﻣدى ﻧﺟﺎح اﻟﺣل
Ø ﻣﺎ ﻣدى واﻗﻌﯾﺔ اﻷھداف
Ø ﻣﺎ ﻻ ﯾﻌﻣل ﻛﻣﺎ ھو ﻣﺗوﻗﻊ
Verifying the Solution
Do’s and Don’ts of verifying a solution:
Ø Define success
Ø Test your solution
Ø Avoid the problem in the future
Ø Learn from the process
Ø Take credit for your success
Ø :ﻣﺎ ﯾﺟب ﻓﻌﻠﮫ وﻣﺎ ﻻ ﯾﻧﺑﻐﻲ ﻓﻌﻠﮫ ﻟﻠﺗﺣﻘق ﻣن اﻟﺣل
Ø ﺣدد اﻟﻧﺟﺎح
Ø اﺧﺗﺑر اﻟﺣل اﻟﺧﺎص ﺑك
Ø ﺗﺟﻧب اﻟﻣﺷﻛﻠﺔ ﻓﻲ اﻟﻣﺳﺗﻘﺑل
Ø ﺗﻌﻠم ﻣن ھذه اﻟﻌﻣﻠﯾﺔ
Ø ﺧذ اﻟﻔﺿل ﻓﻲ ﻧﺟﺎﺣك
Using Adaptive Techniques
Adaptive techniques involve a combination
of intuition, logic, and common sense
Adaptive techniques are less precise than
traditional problem-solving methods, but
are appropriate in many cases
ﺗﺗﺿﻣن اﻟﺗﻘﻧﯾﺎت اﻟﺗﻛﯾﻔﯾﺔ ﻣزﯾ ًﺟﺎ ﻣن اﻟﺣدس واﻟﻣﻧطق واﻟﺣس
اﻟﺳﻠﯾم
ﺗﻌد اﻟﺗﻘﻧﯾﺎت اﻟﺗﻛﯾﻔﯾﺔ أﻗل دﻗﺔ ﻣن طرق ﺣل اﻟﻣﺷﻛﻼت اﻟﺗﻘﻠﯾدﯾﺔ
وﻟﻛﻧﮭﺎ ﻣﻧﺎﺳﺑﺔ ﻓﻲ ﻛﺛﯾر ﻣن اﻟﺣﺎﻻت،
Using Adaptive Techniques
Do’s and Don’ts for adaptive techniques:
Ø Consider when to use adaptive techniques
Ø Manage by exception
Ø Stagger your decisions
Ø Hedge your bets
Ø Delay or defer a solution
Ø :ﻣﺎ ﯾﻧﺑﻐﻲ ﻓﻌﻠﮫ وﻣﺎ ﻻ ﯾﺟب ﻓﻌﻠﮫ ﻟﻠﺗﻘﻧﯾﺎت اﻟﺗﻛﯾﻔﯾﺔ
Ø ﺿﻊ ﻓﻲ اﻋﺗﺑﺎرك وﻗت اﺳﺗﺧدام اﻟﺗﻘﻧﯾﺎت اﻟﺗﻛﯾﻔﯾﺔ
Ø إدارة ﺑﺎﻻﺳﺗﺛﻧﺎء
Ø ارﺑﺎك ﻗراراﺗك
Ø اﻟﺗﺣوط اﻟرھﺎﻧﺎت اﻟﺧﺎﺻﺔ ﺑك
Ø ﺗﺄﺧﯾر أو ﺗﺄﺟﯾل اﻟﺣل
Using Adaptive Techniques
Appropriate times to use adaptive techniques:
Ø You have a limited amount of time to work
Ø An exhaustive analysis is not needed
Ø The risks are minimal and downside costs are
low
Ø The solution is easily reversible
Ø :اﻷوﻗﺎت اﻟﻣﻧﺎﺳﺑﺔ ﻻﺳﺗﺧدام اﻟﺗﻘﻧﯾﺎت اﻟﺗﻛﯾﻔﯾﺔ
Ø ﻟدﯾك وﻗت ﻣﺣدود ﻟﻠﻌﻣل
Ø ﻟﯾﺳت ھﻧﺎك ﺣﺎﺟﺔ إﻟﻰ ﺗﺣﻠﯾل ﺷﺎﻣل
Ø ﻣﺧﺎطر اﻟﺣد اﻷدﻧﻰ واﻟﺗﻛﺎﻟﯾف اﻟﮭﺎﺑطﺔ ﻣﻧﺧﻔﺿﺔ
Ø اﻟﺣل ﻗﺎﺑل ﻟﻠﻌﻛس ﺑﺳﮭوﻟﺔ
Developing Ethical Solutions
Ethics are standards of behavior that direct how people
should act
Ethics involves making moral decisions and choosing
between right and wrong
When applied to problem solving, ethical behavior leads to
appropriate decisions, not necessarily the optimal ones
Consider situations from an ethical, as well as a practical,
perspective
اﻷﺧﻼق ھﻲ ﻣﻌﺎﯾﯾر اﻟﺳﻠوك اﻟﺗﻲ ﺗوﺟﮫ ﻛﯾﻔﯾﺔ ﺗﺻرف اﻟﻧﺎس
اﻷﺧﻼق ﯾﻧطوي ﻋﻠﻰ اﺗﺧﺎذ اﻟﻘرارات اﻷﺧﻼﻗﯾﺔ واﻻﺧﺗﯾﺎر ﺑﯾن اﻟﺻواب واﻟﺧطﺄ
، ﯾؤدي اﻟﺳﻠوك اﻷﺧﻼﻗﻲ إﻟﻰ اﺗﺧﺎذ اﻟﻘرارات اﻟﻣﻧﺎﺳﺑﺔ، ﻋﻧد ﺗطﺑﯾﻘﮫ ﻋﻠﻰ ﺣل اﻟﻣﺷﻛﻼت
وﻟﯾس ﺑﺎﻟﺿرورة اﻟﻘرارات اﻟﻣﺛﻠﻰ
ﻓﺿﻼ ﻋن اﻟﻧﺎﺣﯾﺔ اﻟﻌﻣﻠﯾﺔ، اﻟﻧظر ﻓﻲ اﻟﺣﺎﻻت ﻣن ﻣﻧظور أﺧﻼﻗﻲ
Developing Ethical Solutions
Guidelines for developing ethical
solutions:
Ø Identify ethical issues
Ø Compare costs and benefits
Ø Consider other people
Ø Serve broad interests
Ø Be true to yourself
Technology @ Work: Mashups
A mashup is a Web application that combines
features or information from more than one source
Businesses are using mashups to develop views
of information that aid in decision making
Business mashups typically combine data from
internal and public sources, and publish the results
within the company for employees to use
Mashup ھو ﺗطﺑﯾق وﯾب ﯾﺟﻣﻊ ﻣﯾزات أو ﻣﻌﻠوﻣﺎت ﻣن أﻛﺛر ﻣن
ﻣﺻدر واﺣد
ﺗﺳﺗﺧدم اﻟﺷرﻛﺎت ﺗطﺑﯾقmashups ﻟﺗطوﯾر وﺟﮭﺎت ﻧظر اﻟﻣﻌﻠوﻣﺎت
اﻟﺗﻲ ﺗﺳﺎﻋد ﻓﻲ اﺗﺧﺎذ اﻟﻘرار
ﻋﺎدة ً ﻣﺎ ﺗﺟﻣﻊ ﻋﻣﻠﯾﺎت دﻣﺞ اﻟﺗطﺑﯾﻘﺎت ﺑﯾن اﻟﺑﯾﺎﻧﺎت ﻣن اﻟﻣﺻﺎدر اﻟداﺧﻠﯾﺔ
وﺗﻧﺷر اﻟﻧﺗﺎﺋﺞ داﺧل اﻟﺷرﻛﺔ ﻟﯾﺳﺗﺧدﻣﮭﺎ اﻟﻣوظﻔون، واﻟﻌﺎﻣﺔ
Technology @ Work: Mashups
Masher, an online tool for creating mashups
Masher أداة ﻋﺑر اﻹﻧﺗرﻧت ﻹﻧﺷﺎء ﺗطﺑﯾﻘﺎت،mashups
Summary
Gather relevant data and analyze it to find trends, indicators,
and other related information
Develop alternative solutions
Evaluate all options
Implementation is a milestone step in the problem solving
process
Carefully monitor and manage the implemented solution
اﺟﻣﻊ اﻟﺑﯾﺎﻧﺎت ذات اﻟﺻﻠﺔ وﺣﻠﻠﮭﺎ ﻟﻠﻌﺛور ﻋﻠﻰ اﻻﺗﺟﺎھﺎت واﻟﻣؤﺷرات واﻟﻣﻌﻠوﻣﺎت
اﻷﺧرى ذات اﻟﺻﻠﺔ
ﺗطوﯾر ﺣﻠول ﺑدﯾﻠﺔ
ﺗﻘﯾﯾم ﻛل اﻟﺧﯾﺎرات
اﻟﺗﻧﻔﯾذ ﺧطوة ھﺎﻣﺔ ﻓﻲ ﻋﻣﻠﯾﺔ ﺣل اﻟﻣﺷﻛﻼت
ﻣراﻗﺑﺔ وإدارة اﻟﺣل اﻟﻣﻧﻔذ ﺑﻌﻧﺎﯾﺔ
Summary
Verify the solution and expect surprises
Use adaptive techniques when
appropriate
Consider ethics as you develop
solutions
ﺗﺣﻘق ﻣن اﻟﺣل وﺗوﻗﻊ اﻟﻣﻔﺎﺟﺂت
اﺳﺗﺧدام اﻟﺗﻘﻧﯾﺎت اﻟﺗﻛﯾﻔﯾﺔ ﻋﻧد اﻻﻗﺗﺿﺎء
ﺿﻊ ﻓﻲ اﻋﺗﺑﺎرك اﻷﺧﻼق وأﻧت ﺗطور اﻟﺣﻠول
Part 3: Thinking Critically
Objectives
Understand critical thinking
Identify arguments
Assess the credibility of an argument
Explore weaknesses in an argument
ﻓﮭم اﻟﺗﻔﻛﯾر اﻟﻧﺎﻗد
اﻟﺗﻌرف ﻋﻠﻰ اﻟﺣﺟﺞ
ﺗﻘﯾﯾم ﻣﺻداﻗﯾﺔ اﻟﺣﺟﺔ
اﺳﺗﻛﺷﺎف ﻧﻘﺎط اﻟﺿﻌف ﻓﻲ اﻟﺣﺟﺔ
Objectives
Overcome obstacles to critical
thinking
Avoid deductive reasoning fallacies
Avoid inductive reasoning fallacies
Become a critical thinker
اﻟﺗﻐﻠب ﻋﻠﻰ اﻟﻌﻘﺑﺎت اﻟﺗﻲ ﺗﺣول دون اﻟﺗﻔﻛﯾر اﻟﻧﻘدي
ﺗﺟﻧب ﻣﻐﺎﻟطﺎت اﻻﺳﺗﻧﺗﺎج اﻻﺳﺗﻧﺗﺎﺟﻲ
ﺗﺟﻧب ﻣﻐﺎﻟطﺎت اﻻﺳﺗﻘراء اﻻﺳﺗﻘراﺋﻲ
ﻛن ﻣﻔﻛرا ﻧﻘدﯾﺎ
Understanding Critical Thinking
Critical thinking requires analysis,
evaluation, discipline, and rigor
The goal of critical thinking is often to
improve choices and reduce the risk
of adopting or acting on a flawed
assumption
ﻓﮭم اﻟﺗﻔﻛﯾر اﻟﻧﺎﻗد
ﯾﺗطﻠب اﻟﺗﻔﻛﯾر اﻟﻧﺎﻗد اﻟﺗﺣﻠﯾل واﻟﺗﻘﯾﯾم واﻻﻧﺿﺑﺎط
واﻟدﻗﺔ
ﻏﺎﻟﺑًﺎ ﻣﺎ ﯾﻛون ھدف اﻟﺗﻔﻛﯾر اﻟﻧﻘدي ھو ﺗﺣﺳﯾن
اﻻﺧﺗﯾﺎرات واﻟﺣد ﻣن ﻣﺧﺎطر ﺗﺑﻧﻲ أو اﻟﻌﻣل ﻋﻠﻰ
اﻓﺗراض ﻣﻌﯾوب
Understanding Critical Thinking
Ask the following questions to
improve your critical thinking:
Ø What is critical thinking?
Ø What is a claim?
Ø What is an issue?
Ø What is an argument?
Ø What is the difference between facts
and opinions?
Understanding Critical Thinking
Steps in critical thinking
Understanding Critical Thinking
Facts and opinions
Identifying Arguments
To organize your ideas when
thinking critically, you identify,
construct, and evaluate arguments,
which are statements or
explanations that support your ideas
Your premise is what you claim or
content
The other element of an argument is
the conclusion
اﻟﺗﻌرف ﻋﻠﻰ اﻟﺣﺟﺞ
ﯾﻣﻛن، ﻟﺗﻧظﯾم أﻓﻛﺎرك ﻋﻧد اﻟﺗﻔﻛﯾر ﺑﺷﻛل ﻧﻘدي
واﻟﺗﻲ ھﻲ، وﺗﻘﯾﯾم اﻟﺣﺟﺞ، وﺑﻧﺎء، ﺗﺣدﯾد
ﻋﺑﺎرات أو ﺗﻔﺳﯾرات ﺗدﻋم أﻓﻛﺎرك اﻟﻔرﺿﯾﺔ
اﻟﺧﺎﺻﺔ ﺑك ھﻲ ﻣﺎ ﺗدﻋﻲ أو ﻣﺣﺗوى
اﻟﻌﻧﺻراﻵﺧر ﻣن اﻟﺣﺟﺔ ھو اﻻﺳﺗﻧﺗﺎج
Identifying Arguments
Do’s and Don’ts for identifying
arguments:
Ø Identify the arguments
Ø Look for argument indicators
Ø Differentiate between an argument and
an assertion
Ø Recognize deductive arguments
Ø Recognized inductive arguments
اﻟﺗﻌرف ﻋﻠﻰ اﻟﺣﺟﺞ
:ھل ھو و ﻻ ﻟﺗﺣدﯾد اﻟﺣﺟﺞ
اﻟﺗﻌرف ﻋﻠﻰ اﻟﺣﺟﺞ
اﺑﺣث ﻋن ﻣؤﺷرات اﻟﺟدال
اﻟﺗﻔرﯾق ﺑﯾن اﻟﺣﺟﺔ واﻟﺗﺄﻛﯾد
اﻟﺗﻌرف ﻋﻠﻰ اﻟﺣﺟﺞ اﻻﺳﺗﻧﺗﺎﺟﯾﺔ
اﻟﺣﺟﺞ اﻻﺳﺗﻘراﺋﯾﺔ اﻟﻣﻌﺗرف ﺑﮭﺎ
Assessing the Credibility of an
Argument
Steps in assessing the credibility of
an argument:
Ø Consider the validity of the argument
Ø Make sure the argument is sound
Ø Assess the credibility of the source
Ø Consider reasons based on authority
Ø Compare the argument to your
background knowledge
ﺗﻘﯾﯾم ﻣﺻداﻗﯾﺔ اﻟﺣﺟﺔ
اﻟﻧظر ﻓﻲ:ﺧطوات ﻓﻲ ﺗﻘﯾﯾم ﻣﺻداﻗﯾﺔ اﻟﺣﺟﺔ
ﺻﺣﺔ اﻟﺣﺟﺔ ﺗﺄﻛد ﻣن أن اﻟﺣﺟﺔ ﺳﻠﯾﻣﺔ ﺗﻘﯾﯾم
ﻣﺻداﻗﯾﺔ اﻟﻣﺻدر اﻟﻧظر ﻓﻲ اﻷﺳﺑﺎب اﻟﻘﺎﺋﻣﺔ ﻋﻠﻰ
اﻟﺳﻠطﺔ ﻗﺎرن اﻟﺣﺟﺔ ﺑﻣﻌرﻓﺗك اﻟﺧﻠﻔﯾﺔ
Assessing the Credibility of an
Argumentﺗﻘﯾﯾم ﻣﺻداﻗﯾﺔ اﻟﺣﺟﺔ
Assess arguments to determine how
credible they are
You determine whether an argument
is plausible, authentic, or convincing
by evaluating the validity and strength
of the supporting evidence
ﺗﻘﯾﯾم اﻟﺣﺟﺞ ﻟﺗﺣدﯾد ﻣدى ﻣﺻداﻗﯾﺗﮭﺎ
ﯾﻣﻛﻧك ﺗﺣدﯾد ﻣﺎ إذا ﻛﺎﻧت اﻟﺣﺟﺔ ﻣﻌﻘوﻟﺔ أو ﺻﺣﯾﺣﺔ أو
ﻣﻘﻧﻌﺔ ﻣن ﺧﻼل ﺗﻘﯾﯾم ﺻﺣﺔ وﻗوة اﻷدﻟﺔ اﻟداﻋﻣﺔ
Argument اﺳﺗﻛﺷﺎف ﻧﻘﺎط اﻟﺿﻌف ﻓﻲ
اﻟوﺳﯾطﺔ
All arguments have some
weaknesses
Avoid taking an all-or-nothing
approach to arguments
Assess each argument according to
its strengths and weaknesses
ﺟﻣﯾﻊ اﻟﺣﺟﺞ ﻟدﯾﮭﺎ ﺑﻌض ﻧﻘﺎط اﻟﺿﻌف
ﺗﺟﻧب اﺗﺑﺎع ﻧﮭﺞ اﻟﻛل أو ﻻ ﺷﻲء ﻓﻲ اﻟﺣﺟﺞ
ﺗﻘﯾﯾم ﻛل ﺣﺟﺔ وﻓﻘﺎ ﻟﻧﻘﺎط اﻟﻘوة واﻟﺿﻌف ﻓﯾﮭﺎ
Exploring Weaknesses in an
Argument
Do’s and Don’ts for exploring
weaknesses in an argument:
Ø Consider how to test the claims and
premises
Ø Evaluation the relevance
Ø Look for dubious assumptions
Ø Compare the argument to other data,
observations, and ideas
Ø Identify alternative explanations
اﺳﺗﻛﺷﺎف ﻧﻘﺎط اﻟﺿﻌف ﻓﻲ اﻟوﺳﯾطﺔ
ﻣﺎ ﯾﺟب ﻓﻌﻠﮫ وﻣﺎ ﻻ ﯾﺟب ﻓﻌﻠﮫ ﻻﺳﺗﻛﺷﺎف ﻧﻘﺎط
ﻓﻛر ﻓﻲ ﻛﯾﻔﯾﺔ اﺧﺗﺑﺎر:اﻟﺿﻌف ﻓﻲ اﻟﺣﺟﺔ
اﻻدﻋﺎءات واﻟﻣﺑﺎﻧﻲ
ﺗﻘﯾﯾم اﻟﻣﻼءﺋﻣﮫ
اﺑﺣث ﻋن اﻓﺗراﺿﺎت ﻣﺷﻛوك ﻓﯾﮭﺎ
ﻗﺎرن ﺑﯾن اﻟﺣﺟﺔ ﻟﻠﺑﯾﺎﻧﺎت واﻟﻣﻼﺣظﺎت واﻷﻓﻛﺎر
ﺗﺣدﯾد
اﻷﺧرى
اﻟﺗﻔﺳﯾرات اﻟﺑدﯾﻠﺔ
Overcoming Obstacles to Critical
Thinking
Learn to recognize typical obstacles
to critical thinking so you can
anticipate and work through them
Being flexible, adaptable, and openminded when working with others
helps you avoid egocentric thinking
اﻟﺗﻐﻠب ﻋﻠﻰ اﻟﻌﻘﺑﺎت اﻟﺗﻲ ﺗﺣول دون اﻟﺗﻔﻛﯾر اﻟﻧﺎﻗد
ﻣﺎ ﯾﺟب ﻓﻌﻠﮫ وﻣﺎ ﻻ ﯾﺟب ﻓﻌﻠﮫ ﻻﺳﺗﻛﺷﺎف ﻧﻘﺎط
:اﻟﺿﻌف ﻓﻲ اﻟﺣﺟﺔ
ﻓﻛر ﻓﻲ ﻛﯾﻔﯾﺔ اﺧﺗﺑﺎر اﻻدﻋﺎءات
ﺗﻘﯾﯾم اﻟﻣﻼءﻣﮫ
اﺑﺣث ﻋن اﻓﺗراﺿﺎت ﻣﺷﻛوك ﻓﯾﮭﺎ
ﻗﺎرن ﺑﯾن اﻟﺣﺟﺔ ﻟﻠﺑﯾﺎﻧﺎت واﻟﻣﻼﺣظﺎت
واﻷﻓﻛﺎر اﻷﺧرى
ﺗﺣدﯾد اﻟﺗﻔﺳﯾرات اﻟﺑدﯾﻠﺔ
Overcoming Obstacles to Critical
Thinking
Do’s and Don’ts for overcoming
obstacles to critical thinking:
Ø Avoid egocentric thinking
Ø Be aware of your social conditioning
Ø Identify outliers
Ø Avoid normalization
Ø Respect your emotions
اﻟﺗﻐﻠب ﻋﻠﻰ اﻟﻌﻘﺑﺎت اﻟﺗﻲ ﺗﺣول دون اﻟﺗﻔﻛﯾر اﻟﻧﺎﻗد
ﻣﺎ ﯾﻔﻌل وﻣﺎ ﻻ ﯾﺟب ﻓﻌﻠﮫ ﻟﻠﺗﻐﻠب ﻋﻠﻰ اﻟﻌﻘﺑﺎت
:اﻟﺗﻲ ﺗواﺟﮫ اﻟﺗﻔﻛﯾر اﻟﻧﻘدي
ﺗﺟﻧب اﻟﺗﻔﻛﯾر اﻷﻧﺎﻧﻲ ﻛن ﻋﻠﻰ دراﯾﺔ ﺑﺎﻟﺗﻛﯾف
اﻻﺟﺗﻣﺎﻋﻲ اﻟﺧﺎص ﺑك ﺗﺣدﯾد اﻟﻘﯾم اﻟﻣﺗطرﻓﺔ
ﺗﺟﻧب اﻟﺗطﺑﯾﻊ اﺣﺗرم ﻋواطﻔك
Overcoming Obstacles to Critical
Thinking
Creative and critical thinking اﻟﺗﻔﻛﯾر
اﻹﺑداﻋﻲ واﻟﻧﻘدي
Avoiding Deductive Reasoning
Fallacies
A fallacy is an invalid argument that is
presented so that it appears valid
Skilled communicators can make
flawed arguments sound reasonable
Critical thinkers should consider the
premises and conclusions with
special care
Deductive arguments can have flaws
that make the arguments invalid
ﺗﺟﻧب اﻻﺳﺗدﻻل اﻟﻣﻧطق اﻻﺳﺗﻧﺗﺎﺟﻲ
اﻟﻣﻐﺎﻟطﺔ ھﻲ ﺣﺟﺔ ﻏﯾر ﺻﺣﯾﺣﺔ ﺗُﻌرض ﺑﺣﯾث
ﺗﺑدو ﺻﺎﻟﺣﺔ
ﯾﻣﻛن ﻟﻠﺗواﺻل اﻟﻣﮭرة ﺟﻌل اﻟﺣﺟﺞ اﻟﻣﻌﯾﺑﺔ
ﺳﻠﯾﻣﺔ ﻣﻌﻘوﻟﺔ
ﯾﺟب ﻋﻠﻰ اﻟﻣﻔﻛرﯾن اﻟﻧﻘدﯾﯾن اﻟﻧظر ﻓﻲ اﻟﻣﺑﺎﻧﻲ
واﻻﺳﺗﻧﺗﺎﺟﺎت ﺑﻌﻧﺎﯾﺔ ﺧﺎﺻﺔ
ﯾﻣﻛن أن ﺗﺣﺗوي اﻟﺣﺟﺞ اﻻﺳﺗﻧﺗﺎﺟﯾﺔ ﻋﻠﻰ ﻋﯾوب
ﺗﺟﻌل اﻟﺣﺟﺞ ﺑﺎطﻠﺔ
Avoiding Deductive Reasoning
Fallacies
Guidelines for avoiding deductive
reasoning fallacies:
Ø Avoid the slippery slope
Ø Be aware of false dilemmas
Ø Straighten out circular reasoning
Ø Clear up equivocation
ﺗﺟﻧب اﻻﺳﺗدﻻل اﻟﻣﻧطق اﻻﺳﺗﻧﺗﺎﺟﻲ
ﻣﺑﺎدئ ﺗوﺟﯾﮭﯾﺔ ﻟﺗﺟﻧب ﻣﻐﺎﻟطﺎت اﻻﺳﺗدﻻل
:اﻻﺳﺗﻧﺗﺎﺟﻲ
ﺗﺟﻧب اﻟﻣﻧﺣدر اﻟزﻟق
ﻛن ﻋﻠﻰ ﺑﯾﻧﺔ ﻣن اﻟﻣﻌﺿﻼت اﻟزاﺋﻔﺔ
ﺗﺻوﯾب اﻻﺳﺗدﻻل اﻟداﺋره
ﻣﺳﺢ ﻣوارﺑﺔ
Avoiding Inductive Reasoning
Fallacies
The conclusions of an inductive
argument are only as good as the
quantity and quality of the premises
Inductive arguments are prone to
fallacies
The premises must contain sufficient
evidence, and the conclusion must fit
the facts
ﺗﺟﻧب اﻻﺳﺗدﻻل اﻻﺳﺗﻘراﺋﻲ ﻣﻐﺎﻟطﺎت
اﻻﺳﺗﻧﺗﺎﺟﺎت ﻣن ﺣﺟﺔ ﺣﺛﻲ ھﻲ ﻓﻘط ﺟﯾدة ﻣﺛل
ﻛﻣﯾﺔ وﻧوﻋﯾﺔ اﻟﻣﺑﺎﻧﻲ
اﻟﺣﺟﺞ اﻻﺳﺗﻘراﺋﯾﺔ ھﻲ ﻋرﺿﺔ ﻟﻠﻣﻐﺎﻟطﺎت
ﯾﺟب أن ﺗﺣﺗوي اﻟﻣﺑﺎﻧﻲ ﻋﻠﻰ أدﻟﺔ ﻛﺎﻓﯾﺔ ،وﯾﺟب
أن ﺗﺗﻧﺎﺳب اﻟﻧﺗﯾﺟﺔ ﻣﻊ اﻟﺣﻘﺎﺋق
Avoiding Inductive Reasoning
Fallacies
ﺗﺟﻧب اﻻﺳﺗدﻻل اﻻﺳﺗﻘراﺋﻲ ﻣﻐﺎﻟطﺎت
Do’s and Don’ts for avoiding inductive
reasoning fallacies:
Ø Avoid hasty generalizations
Ø Separate cause and effect
Ø Look for false causes
Ø Consider the composition
ﻣﺎ ﯾﻔﻌل وﻣﺎ ﯾﺟب ﺗﺟﻧﺑﮫ ﻟﺗﺟﻧب ﻣﻐﺎﻟطﺎت اﻻﺳﺗدﻻل Ø
اﻻﺳﺗﻘراﺋﻲ :ﺗﺟﻧب اﻟﺗﻌﻣﯾﻣﺎت اﻟﻣﺗﻌﺟﻠﺔ
اﻟﺳﺑب واﻟﻧﺗﯾﺟﺔ اﻟﻣﻧﻔﺻﻠﺔ Ø
اﺑﺣث ﻋن أﺳﺑﺎب ﺧﺎطﺋﺔ Ø
اﻟﻧظر ﻓﻲ ﺗﻛوﯾﻧﮭﺎ Ø
Avoiding Inductive Reasoning
Fallacies
Hasty generalizationاﻟﺗﻌﻣﯾم اﻟﻣﺗﺳرع
Becoming a Critical Thinker
Developing thinking and problemsolving skills is a gradual process that
requires conscious effort on your part
Changing thinking habits and
practices is a long-range project and
something you should commit to
throughout your life
إن ﺗﻧﻣﯾﺔ ﻣﮭﺎرات اﻟﺗﻔﻛﯾر وﺣل اﻟﻣﺷﻛﻼت ھﻲ ﻋﻣﻠﯾﺔ
ﺗدرﯾﺟﯾﺔ ﺗﺗطﻠب ﻣﺟﮭودًا واﻋﯾًﺎ ﻣن ﺟﺎﻧﺑك ﺗﻐﯾﯾر ﻋﺎدات
وﻣﻣﺎرﺳﺎت اﻟﺗﻔﻛﯾر ھو ﻣﺷروع ﺑﻌﯾد اﻟﻣدى وﺷﻲء
ﯾﺟب ﻋﻠﯾك اﻻﻟﺗزام ﺑﮫ طوال ﺣﻲاﺗك
Becoming a Critical Thinker
Do’s and Don’ts for becoming a
critical thinker:
Ø Develop intellectual humility
Ø Be a critic, not a cynic
Ø Challenge your assumptions and beliefs
Ø Work through complex issues and
problems
Ø Have confidence in your reasoning
ability
ﺗﺻﺑﺢ ﻣﻔﻛرا ﻧﻘدﯾﺎ
ﻣﺎ ﯾﺟب ﻓﻌﻠﮫ وﻣﺎ ﻻ ﯾﺟب ﻓﻌﻠﮫ ھو أن ﺗﺻﺑﺢ
ﺗطوﯾر اﻟﺗواﺿﻊ اﻟﻔﻛري:ﻣﻔﻛراً ﻧﻘد ًﯾﺎ
ﺳﺎﺧرا
وﻟﯾس، ﻛن ﻧﺎﻗدًا
ً
ﺗﺣدي اﻻﻓﺗراﺿﺎت واﻟﻣ
