The most general critical thinking strategy involves the following steps, outlined by Cohen et al. (2000). First, we propose certain statements or hypotheses. For example, I have written down my thoughts at this stage in the decision-making process if I have too many ideas. Second, we need to think of or actively solicit counter-arguments. We need alternative explanations for our observations. So in my situation, I need to brainstorm all the possibilities for a discrepancy in pharmaceutical inventory. My hunch might seem outlandish to another person and vice-versa. Only when all ideas are on the table can the project proceed in a rational, systematic manner. The third step in the Cohen et al. (2000) model is to modify the original hypotheses to take the additional information into account. According to Paul & Elder (2002), irrational decision-making is simply a "bad habit" (146). We can unlearn this bad habit by practicing critical thought. Being open to multiple possibilities and outcomes is important, as it liberates our mind from restrictive and biased thought. Moreover, envisioning the goal of the project keeps my mind focused. Cohen et al. (2000) emphasize the importance of keeping our decision-making focused on the goals of the project. I cannot make a decision effectively if I lose sight of the project goals; that would be thinking and acting irrationally.

We also need to know how much information is known and what the quality of that information is. When we typically think of critical thinking, we think of how crucial it is to evaluate claims and look for logical fallacies. It is the same way in day-to-day decision-making. All "proficient decision makers appear to use informal thinking strategies...that are not as general" as they seem (Cohen et al. 2000, p. 8). In other words, I succeed at work when I understand my thought processes. I need to know how to evaluate...

I need criteria for evaluating my own decision-making process. As a result of critical thinking, I have become more honest about which skills I need to hone in order to achieve the goals of the project. Drawing from past experience, I was able to rule out certain options while introducing possibilities that a less experienced person might never have thought of. During this project I have had to prioritize decisions, too, so that low-risk choices do not receive the same amount of time or resources as those with greater risk. Each of these smaller decisions, such as how to allocate time for a specific project, is an important step towards achieving my goals.
Critical thinking is central to any professional decision making process. As Paul & Elder (2002) state, "To live is to act. To act is to decide," (143). Decision-making should be as rational and systematic as possible. We should move beyond the knee-jerk emotional response towards a reaction that is patient and calculated. As a project manager, I take multiple sources and types of information and synthesize it in order to first form a hypothesis. Then I need to filter the extraneous data based on my knowledge or on the advice of trusted team members. Then, I focus on what matters: reaching the truth. In my professional life, I make decisions effectively only when I think critically.

References

Cohen, M.S., Adelman, L. & Thompson B.B. (2000). Experimental investigation of uncertainty, stakes, and time in pilot decision making. Retrieved online: http://www.au.af.mil/au/awc/awcgate/awc-thkg.htm#critical

Paul, R. & Elder, L. (2002). The art of making intelligent decisions. Chapter 9 in Critical Thinking: Tools for Taking Charge of Your Professional and Personal Life. FT Press.