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Critical Thinking: Concepts and Tools by Richard Paul & Linda Elder The Miniature Guide to The Foundation for Critical Thinking www.criticalthinking.org 707-878-9100 [email protected]

For more information, see: The Miniature Guide to The Foundation for Critical Thinking www.criticalthinking.org 707-878-9100 [email protected] Visual Map of Paul-Elder Critical Thinking Model: https://louisville.edu/ideastoaction/about/criticalthinking/framework

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According to Laws of The Republic Indonesia Number 12 in 2012 about Higher Education article 5, one of the main purposes of higher education is to promote the potentially development of students in order to be man of faith and fear of God Almighty and noble, healthy, knowledgeable, skilled, creative, independent, skilled, competent, and cultured for the sake of the nation. Therefore, the students of higher level should be promoted to have critical, reflective and analytical abilities. Although students at university levels should be able to develop this kind of thought, thinking critically is not simply acquired; it ought to be promoted and practiced constantly trough effective aids. A useful mean to foster critical thinking in this context is reading, and more specifically comprehension reading game " Brain Teasers ". Reading without comprehension is simply word calling. Effective comprehends not only make sense of the text, but are also able to use the information it contains. They are able to think thoughtfully or deeply and to make personal connections as they analyze and question what they are reading, hearing, and seeing. Studies showed that developing students' abilities to take critical literacy boldness when reading texts is an important aspect of literacy instruction. Interpreting texts through a critical literacy lens can help students become aware of the messages that texts communicate; who should receive privileges; and who has been or continues to be oppressed. As students learn how to engage in critical

Educational Philosophy and Theory

Jennifer W Mulnix

As a philosophy professor, one of my central goals is to teach students to think critically. However, one difficulty with determining whether critical thinking can be taught, or even measured, is that there is widespread disagreement over what critical thinking actually is. Here, I reflect on several conceptions of critical thinking, subjecting them to critical scrutiny. I also distinguish critical thinking from other forms of mental processes with which it is often conflated. Next, I present my own conception of critical thinking, wherein it fundamentally consists in acquiring, developing, and exercising the ability to grasp inferential connections holding between statements. Finally, given this account of critical thinking, and given recent studies in cognitive science, I suggest the most effective means for teaching students to think critically.

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Journal of the Scholarship of Teaching and Learning

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Seyed Ehsan Afsahi , Akbar Afghari

Critical thinking is an intellectually disciplined process of actively and skilfully conceptualising, applying, analysing and evaluating information gathered from or generated by observation, experience, reflection, reasoning or communication, as a guide to belief and action. To accomplish these critical thinking actions good language ability is crucial. Vygotsky revise great importance to the link between the development of language and critical thinking. This is a correlational research in which 30 MA Students of Azad University of Shiraz branch were selected as participants. California Critical thinking skills questionnaire was used to collect the data in this research. Results indicated that there is significant relationship between mother tongue and critical thinking level, but there is no significant relationship between age, gender and critical thinking level.

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Academia EduSoft , Ali Taghinezhad

This study was intended to investigate the effectiveness of teaching critical thinking on students' writing performance and their critical thinking dispositions. To this end, 140 students were selected. 73 students were assigned to the experimental group and 67 were assigned to the control group. The experimental group received instruction in critical thinking strategies whereas the control group did not. The instruments used in this study were the researcher-developed essay test, the Ennis-Weir critical thinking essay test, and the California Critical Thinking Dispositions Inventory (CCTDI). A 2-group pretest/posttest quasi-experimental design was utilized to determine the outcome measures. Data were analyzed using descriptive statistics and independent-samples t-test. Statistically significant differences were observed in the experimental and the control groups in the total scores of the three instruments. The results indicated an improvement in students' writing performance and their dispositions toward using critical thinking strategies. Nonetheless, some dispositional aspects such as truth-seeking, cognitive maturity, and open-mindedness did not differ significantly after the intervention.

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Dr. Punam Bansal

ABSTRACT In today’s complex world, where human beings need to solve problems, make decisions, or decide in a reasonable and reflective way what to believe or what to do, critical thinking is found to be useful. Critical thinking is that mode of thinking - about any subject, content, or problem - in which the thinker improves the quality of his or her thinking by skillfully taking charge of the structures inherent in thinking and imposing intellectual standards upon them. It entails effective communication and problem solving abilities that can help citizens make sense of their world and participate in a democratic dialogue. To prepare such citizens with higher order thinking skills should be foremost priority of any education system. Therefore ,it is the responsibility of teachers to foster critical thinking skills of their students and switch over to constructivist methods so that students can construct their knowledge and apply it to solve real life problems. This paper is a modest attempt by author to suggest some useful practices in classroom to develop critical thinking skills.

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The Miniature Guide to Critical Thinking Concepts & Tools (Thinker's Guide Library) Paperback – 1 Jan. 2016

• ISBN-10 0985754400
• ISBN-13 978-0985754402
• Edition Seventh
• Publisher Foundation for Critical Thinking
• Publication date 1 Jan. 2016
• Language English
• Dimensions 11.94 x 0.2 x 14.05 cm
• Print length 24 pages
• See all details

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• Publisher ‏ : ‎ Foundation for Critical Thinking; Seventh edition (1 Jan. 2016)
• Language ‏ : ‎ English
• Paperback ‏ : ‎ 24 pages
• ISBN-10 ‏ : ‎ 0985754400
• ISBN-13 ‏ : ‎ 978-0985754402
• Dimensions ‏ : ‎ 11.94 x 0.2 x 14.05 cm
• 41,209 in Philosophy (Books)
• 48,520 in Education Studies
• 67,700 in Psychology & Psychiatry

About the author

Richard paul.

As Director of Research and Professional Development at the Center for Critical Thinking and Chair of the National Council for Excellence in Critical Thinking, Dr. Paul is an internationally recognized authority on critical thinking, with eight books and over 200 articles on the subject. He has written books for every grade level and has done extensive experimentation with teaching tactics and strategies, and devising, among other things, novel ways to engage students in rigorous self-assessment.

Dr. Paul has received four degrees and has given lectures on critical thinking at many universities in both the United States and abroad, including Harvard, the University of Chicago, the University of Illinois, and the universities of Puerto Rico, Costa Rica, British Columbia, Toronto, and Amsterdam. He taught beginning and advanced courses in critical thinking at the university level for over 20 years. He has been the recipient of numerous honors and awards, including Distinguished Philosopher (by the Council for Philosophical Studies, 1987), O.C. Tanner Lecturer in Humanities (by Utah State University, 1986), Lansdown Visiting Scholar (by the University of Victoria, 1987), and the Alfred Korsybski Memorial Lecturer (by the Institute for General Semantics, 1987).

His views on critical thinking have been canvassed in the New York Times, Education Week, The Chronicle of Higher Education, American Teacher, Reader’s Digest, Educational Leadership, Newsweek, and U.S. News and World Report. For more information about Dr. Paul and the work of the Center and Foundation for Critical Thinking, go to www.criticalthinking.org

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Critical Thinking (The MIT Press Essential Knowledge series)

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An insightful guide to the practice, teaching, and history of critical thinking—from Aristotle and Plato to Thomas Dewey—for teachers, students, and anyone looking to hone their critical thinking skills. Critical thinking is regularly cited as an essential 21st century skill, the key to success in school and work. Given the propensity to believe fake news, draw incorrect conclusions, and make decisions based on emotion rather than reason, it might even be said that critical thinking is vital to the survival of a democratic society. But what, exactly, is critical thinking? Jonathan Haber explains how the concept of critical thinking emerged, how it has been defined, and how critical thinking skills can be taught and assessed. Haber describes the term's origins in such disciplines as philosophy, psychology, and science. He examines the components of critical thinking, including • structured thinking • language skills  • background knowledge • information literacy • intellectual humility • empathy and open-mindedness Haber argues that the most important critical thinking issue today is that not enough people are doing enough of it. Fortunately, critical thinking can be taught, practiced, and evaluated. This book offers a guide for teachers, students, and aspiring critical thinkers everywhere, including advice for educational leaders and policy makers on how to make the teaching and learning of critical thinking an educational priority and practical reality.

About the Author

Jonathan Haber is an educational researcher, writer and entrepreneur working in the fields of critical-thinking education, assessment, and technology-enabled learning whose work has been featured in the New York Times , the Boston Globe , the Chronicle of Higher Education , and the Wall Street Journal . He is the author of another MIT Press Essential Knowledge book, MOOCS , and The Critical Voter .

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Thinking Worlds: The Moscow Conference on Philosophy, Politics, and Art Paperback – September 15, 2008

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• Publisher ‏ : ‎ Sternberg Press / Interros Publishing Program (September 15, 2008)
• Language ‏ : ‎ English
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MoSCoW Prioritization

What is moscow prioritization.

MoSCoW prioritization, also known as the MoSCoW method or MoSCoW analysis, is a popular prioritization technique for managing requirements. 

  The acronym MoSCoW represents four categories of initiatives: must-have, should-have, could-have, and won’t-have, or will not have right now. Some companies also use the “W” in MoSCoW to mean “wish.”

What is the History of the MoSCoW Method?

Software development expert Dai Clegg created the MoSCoW method while working at Oracle. He designed the framework to help his team prioritize tasks during development work on product releases.

You can find a detailed account of using MoSCoW prioritization in the Dynamic System Development Method (DSDM) handbook . But because MoSCoW can prioritize tasks within any time-boxed project, teams have adapted the method for a broad range of uses.

How Does MoSCoW Prioritization Work?

Before running a MoSCoW analysis, a few things need to happen. First, key stakeholders and the product team need to get aligned on objectives and prioritization factors. Then, all participants must agree on which initiatives to prioritize.

At this point, your team should also discuss how they will settle any disagreements in prioritization. If you can establish how to resolve disputes before they come up, you can help prevent those disagreements from holding up progress.

Finally, you’ll also want to reach a consensus on what percentage of resources you’d like to allocate to each category.

With the groundwork complete, you may begin determining which category is most appropriate for each initiative. But, first, let’s further break down each category in the MoSCoW method.

Start prioritizing your roadmap

Moscow prioritization categories.

1. Must-have initiatives

As the name suggests, this category consists of initiatives that are “musts” for your team. They represent non-negotiable needs for the project, product, or release in question. For example, if you’re releasing a healthcare application, a must-have initiative may be security functionalities that help maintain compliance.

The “must-have” category requires the team to complete a mandatory task. If you’re unsure about whether something belongs in this category, ask yourself the following.

If the product won’t work without an initiative, or the release becomes useless without it, the initiative is most likely a “must-have.”

2. Should-have initiatives

Should-have initiatives are just a step below must-haves. They are essential to the product, project, or release, but they are not vital. If left out, the product or project still functions. However, the initiatives may add significant value.

“Should-have” initiatives are different from “must-have” initiatives in that they can get scheduled for a future release without impacting the current one. For example, performance improvements, minor bug fixes, or new functionality may be “should-have” initiatives. Without them, the product still works.

3. Could-have initiatives

Another way of describing “could-have” initiatives is nice-to-haves. “Could-have” initiatives are not necessary to the core function of the product. However, compared with “should-have” initiatives, they have a much smaller impact on the outcome if left out.

So, initiatives placed in the “could-have” category are often the first to be deprioritized if a project in the “should-have” or “must-have” category ends up larger than expected.

4. Will not have (this time)

One benefit of the MoSCoW method is that it places several initiatives in the “will-not-have” category. The category can manage expectations about what the team will not include in a specific release (or another timeframe you’re prioritizing).

Placing initiatives in the “will-not-have” category is one way to help prevent scope creep . If initiatives are in this category, the team knows they are not a priority for this specific time frame. 

Some initiatives in the “will-not-have” group will be prioritized in the future, while others are not likely to happen. Some teams decide to differentiate between those by creating a subcategory within this group.

How Can Development Teams Use MoSCoW?

  Although Dai Clegg developed the approach to help prioritize tasks around his team’s limited time, the MoSCoW method also works when a development team faces limitations other than time. For example: 

Prioritize based on budgetary constraints.

What if a development team’s limiting factor is not a deadline but a tight budget imposed by the company? Working with the product managers, the team can use MoSCoW first to decide on the initiatives that represent must-haves and the should-haves. Then, using the development department’s budget as the guide, the team can figure out which items they can complete. 

Prioritize based on the team’s skillsets.

A cross-functional product team might also find itself constrained by the experience and expertise of its developers. If the product roadmap calls for functionality the team does not have the skills to build, this limiting factor will play into scoring those items in their MoSCoW analysis.

Prioritize based on competing needs at the company.

Cross-functional teams can also find themselves constrained by other company priorities. The team wants to make progress on a new product release, but the executive staff has created tight deadlines for further releases in the same timeframe. In this case, the team can use MoSCoW to determine which aspects of their desired release represent must-haves and temporarily backlog everything else.

What Are the Drawbacks of MoSCoW Prioritization?

  Although many product and development teams have prioritized MoSCoW, the approach has potential pitfalls. Here are a few examples.

1. An inconsistent scoring process can lead to tasks placed in the wrong categories.

  One common criticism against MoSCoW is that it does not include an objective methodology for ranking initiatives against each other. Your team will need to bring this methodology to your analysis. The MoSCoW approach works only to ensure that your team applies a consistent scoring system for all initiatives.

Pro tip: One proven method is weighted scoring, where your team measures each initiative on your backlog against a standard set of cost and benefit criteria. You can use the weighted scoring approach in ProductPlan’s roadmap app .

2. Not including all relevant stakeholders can lead to items placed in the wrong categories.

To know which of your team’s initiatives represent must-haves for your product and which are merely should-haves, you will need as much context as possible.

For example, you might need someone from your sales team to let you know how important (or unimportant) prospective buyers view a proposed new feature.

One pitfall of the MoSCoW method is that you could make poor decisions about where to slot each initiative unless your team receives input from all relevant stakeholders. 

3. Team bias for (or against) initiatives can undermine MoSCoW’s effectiveness.

Because MoSCoW does not include an objective scoring method, your team members can fall victim to their own opinions about certain initiatives. 

One risk of using MoSCoW prioritization is that a team can mistakenly think MoSCoW itself represents an objective way of measuring the items on their list. They discuss an initiative, agree that it is a “should have,” and move on to the next.

But your team will also need an objective and consistent framework for ranking all initiatives. That is the only way to minimize your team’s biases in favor of items or against them.

When Do You Use the MoSCoW Method for Prioritization?

MoSCoW prioritization is effective for teams that want to include representatives from the whole organization in their process. You can capture a broader perspective by involving participants from various functional departments.

Another reason you may want to use MoSCoW prioritization is it allows your team to determine how much effort goes into each category. Therefore, you can ensure you’re delivering a good variety of initiatives in each release.

What Are Best Practices for Using MoSCoW Prioritization?

If you’re considering giving MoSCoW prioritization a try, here are a few steps to keep in mind. Incorporating these into your process will help your team gain more value from the MoSCoW method.

1. Choose an objective ranking or scoring system.

Remember, MoSCoW helps your team group items into the appropriate buckets—from must-have items down to your longer-term wish list. But MoSCoW itself doesn’t help you determine which item belongs in which category.

You will need a separate ranking methodology. You can choose from many, such as:

• Weighted scoring
• Value vs. complexity
• Buy-a-feature
• Opportunity scoring

For help finding the best scoring methodology for your team, check out ProductPlan’s article: 7 strategies to choose the best features for your product .

2. Seek input from all key stakeholders.

To make sure you’re placing each initiative into the right bucket—must-have, should-have, could-have, or won’t-have—your team needs context. 

At the beginning of your MoSCoW method, your team should consider which stakeholders can provide valuable context and insights. Sales? Customer success? The executive staff? Product managers in another area of your business? Include them in your initiative scoring process if you think they can help you see opportunities or threats your team might miss. 

3. Share your MoSCoW process across your organization.

MoSCoW gives your team a tangible way to show your organization prioritizing initiatives for your products or projects. 

The method can help you build company-wide consensus for your work, or at least help you show stakeholders why you made the decisions you did.

Communicating your team’s prioritization strategy also helps you set expectations across the business. When they see your methodology for choosing one initiative over another, stakeholders in other departments will understand that your team has thought through and weighed all decisions you’ve made. 

If any stakeholders have an issue with one of your decisions, they will understand that they can’t simply complain—they’ll need to present you with evidence to alter your course of action.  

Related Terms

2×2 prioritization matrix / Eisenhower matrix / DACI decision-making framework / ICE scoring model / RICE scoring model

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