Critical Thinking. What we Know. Social Sciences Case Study

you will encounter a scenario that you are asked to consider. It is intentionally vague, even maddening. You are not asked to write a research paper, but to use your powers of observation, analysis, and consideration of alternative explanations to come to some basic questions: what do you know, by the facts? What don’t you know? What questions should you ask? What alternative conclusions might be drawn from what you read in this scenario?
You are welcome to read more about the type of case you are encountering and to use the information you find. However, concentrate on the process of how you receive information, process it, and how you use information to develop analytical conclusions. We receive and process information rapidly, using heuristics (or cognitive shortcuts) to form impressions, and we make decisions from our conclusions. Many of those decisions are not life-changing, but it is a long game. So, it is important to consider how to improve our abilities to manage information and our analysis of it.
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.
Outline the points that you want to make in the first two sections of your paper (introduction, explanation) and draft those sections.
Analyzing a problem may not result in a decision, although the results are an important ingredient in all
decision making.
References
Defining decision making. (n.d.). Boundless Management. Retrieved from https://www(dot)boundless(dot)com/management/textbooks/boundless-management-textbook/decision-making-10/decision-making-in-management-75/defining-decision-making-366-3930/
Nagy, J. (n.d.). Defining and analyzing the problem. Community Toolbox. Retrieved from http://ctb(dot)ku(dot)edu/en/table-of-contents/analyze/analyze-community-problems-and-solutions/define-analyze-problem/main decision making.
Once you have completed your analysis of the incident, the next step is to analyze alternative viewpoints, conclusions, and solutions. To do this you will need to apply Ethical Decision-Making and Reasoning. Also highly recommended, 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: Analysis of Alternative Viewpoints, Conclusions, or Solutions of your paper, and draft that section.
You considered alternative viewpoints in the last step. Now you’re ready to develop your personal conclusions and suggest remedies so that your boss is well-equipped to brief her leadership about the situation.
Remember, you may need to consult outside references but this is not a research paper. It is more investigative in nature about the facts of the case. Please cite outside sources carefully.
Now, outline your argument and draft Section: Conclusions and Recommendations, the final sections.