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Visual thinking, also called visual or spatial learning or picture thinking, is the phenomenon of thinking through visual processing. [1] Visual thinking has been described as seeing words as a series of pictures. [2] [3] It is common in approximately 60–65% of the general population. [1] "Real picture thinkers", those who use visual thinking ...
Strategic thinking is a mental or thinking process applied by an individual in the context of achieving a goal or set of goals. As a cognitive activity, it produces thought . When applied in an organizational strategic management process, strategic thinking involves the generation and application of unique business insights and opportunities ...
Six Thinking Hats was written by Dr. Edward de Bono. "Six Thinking Hats" and the associated idea of parallel thinking provide a means for groups to plan thinking processes in a detailed and cohesive way, and in doing so to think together more effectively.
This is an example of the use of top–down information. In cognition, two thinking approaches are distinguished. "Top–down" (or "big chunk") is stereotypically the visionary, or the person who sees the larger picture and overview. Such people focus on the big picture and from that derive the details to support it.
Leadership is about innovators and change agents; seeing the big picture, thinking strategically about how to attain goals, and working (with the help of others) to achieve the goals (Kouzes and Posner, 2009, p. 20). Strategic orientation is the ability to be innovative in connecting long-range visions and concepts to daily work.
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The finished picture may be of value to other stakeholders of the problem being described since it is likely to capture many different facets of the situation, but the real value of this technique is the way it forces the creator to think more deeply about the problem and understand it well enough to express it pictorially (a process known as ...
If the big picture is clear enough to decide, then decide from this without using a magnifying glass. The book argues that intuitive judgment is developed by experience, training, and knowledge. For example, Gladwell claims that prejudice can operate at an intuitive unconscious level, even in individuals whose conscious attitudes are not ...