This
paper states that there are no guarantees that a particular
decision will be the 'right' choice; however, through
critical thinking
skills, the chances are better that the decision will be more 'right' than 'wrong.' The author points out that, similar to scientific and logical thinking styles, the
systematic thinking style looks first at the 'real' problem;
managers must use their critical thinking skills to discount irrelevant information and find the actual problem before proceeding through the systematic problem solving steps. The paper relates that, by 'trying on' the various "
hats", managers can get different perspectives on a particular problem.