Group items tagged

evidence of a general collective intelligence factor that explains a group's performance on a wide variety of tasks. This "c factor" is not strongly correlated with the average or maximum individual intelligence of group members but is correlated with the average social sensitivity of group members, the equality in distribution of conversational turn-taking, and the proportion of females in the group.

"That paper, titled "How Useful Is the Theory of Disruptive Innovation?," does not take up a more far-reaching question: Why has a mostly untested theory persisted and proliferated for 20 years? "

re: the psychologist Jonathan Haidt: In Haidt's view, the philosophers' dream of reason isn't just naïve, it is radically unfounded, the product of what he calls "the rationalist delusion." As he puts it, "Anyone who values truth should stop worshiping reason. We all need to take a cold, hard look at the evidence and see reasoning for what it is." Haidt sees two points about reasoning to be particularly important: the first concerns the efficacy (or lack thereof) of reasoning; the second concerns the point of doing so publicly: of exchanging reasons.

If form tends to follow function in design, what would the equivalent be in critical thinking? Are there forms of argumentation (assumptions, evidence, reasoning) that constrain the function (in contrast to the desired function dictating the form)? This line of inquiry led me to this reference.

The comments are especially interesting -- strong views expressed but lots of room for scrutinizing the assumptions, evidence, reasoning of the writers.

Put the article together with the readers' comments and you have a year's worth of critical thinking exercises (assessing evidence, reasoning, and assumptions).

"Our youngsters respond keenly, and usually responsibly, when given a big say in the things that affect them. For instance, a couple of years ago, when we needed to appoint pastoral care staff, we decided to ask the children what qualities such a staff member should have. After lively discussion they came up with: calm (not wind us up); confident (not scared of us); firm but fair (able to deal with things when they happen and not put it off till later); able to listen well (to hear what it is we really have to say); able to help us sort out problems and learn for ourselves (give us help with options, not tell us what to do); able to treat us as individuals (not seeing all behaviours as the same); able, most of all, to treat us in the way you yourself would want to be treated. These requirements now appear in every job vacancy we advertise, whatever the position."