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Critical Thinking for Managers

páginaprincipal.livro.por Peter Challis
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páginaprincipal.livro.idioma:  English
Critical thinking is a tool from sociology that reveals preconceptions that can undermine logical thinking. It identifies where assumed facts are really beliefs based on a biased point of view.
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Critical thinking is a tool from sociology that reveals preconceptions that can undermine logical thinking. It identifies where assumed facts are really beliefs based on a biased point of view.

Creative techniques such as “blue sky” thinking can be limited by fear of challenging the assumed beliefs of the people at the top of the power hierarchy. Critical thinking is not a rebellion against power but an aid to assertive communication.

Critical thinking is taught as part of university post graduate degrees in strategic management.

Critical thinking is essential for logical decision making.

About the Author

Peter Challis is a researcher and author in the field of the sociology of business. He was trained as a physicist and went on to apply his scientific training to accountancy and then to strategic systems management. He was a senior civil servant before moving into local government. He worked as an adviser to the Cabinet Office and to HM Treasury. He has a master’s degree in strategic management. Taking early retirement, he became a director of several social enterprises with a focus on how business, government and civil society can work to help all in society.

  • Introduction
  • About the author
  1. The Thinking Manager
    1. The “Why” question
    2. The “Why” question, Social Justice and Business
    3. Jumping to Conclusions
    4. “Us” and “Them”
    5. Point of View
    6. Psychological Deception
  2. The sociology of critical thinking
    1. Habermas’ theory of communicative action
    2. Communication
    3. Social change
  3. A toolkit for thinking managers
    1. Spotting Psychological Deception
    2. Critical thinking
    3. Integrity
    4. Social roles
    5. Social awareness
    6. Social contacts
    7. Conclusion
  4. Practice in critical thinking
    1. An exercise in critical thinking
    2. Possible answer to exercise
    3. Further Practice
  5. References and Further Reading

páginaprincipal.livro.sobre_autor

Peter Challis

Peter Challis is a former strategic manager in the civil service and a local authority. He is a qualified accountant and has an MA in Strategic Management from the University of Chichester gained alongside his role in promoting local authority shared services. On leaving salaried employment, Peter worked on the Coalition’s plans for Big Society including a government vanguard project. This led to a personal research project and the formation of his own social enterprise, Time 4 Social Change, to promote citizen and consumer awareness of government Big Society plans and actions. Much of this book is based on that research.

Laura Challis is Peter’s eldest daughter. As an “A” level student, Laura overcame learning difficulties to win an award for the best improved student in her year. She first went to the University of Salford to study to become a social worker. Despite a successful first year, increasing disability ended her prospects for such employment. Some years later, after much experience as a client of the NHS and DWP, Laura returned to university and graduated with a BA in Social and Community Development from the University of Northampton. Her dissertation was on Big Society. The sociological research for this book was through the university’s research facilities.