About this Training Course
In an era where engineering and management decisions increasingly determine organisational success, the ability to think critically has become a defining professional skill. This 3-day course equips engineers, technical managers, and decision-makers with the mindset, tools, and frameworks to think clearly, analyse problems objectively, and make sound, evidence-based decisions.
Blending theory with hands-on practice, the programme explores how structured reasoning, bias awareness, and analytical thinking can significantly improve problem-solving, innovation, and communication in technical and managerial contexts. Participants will engage in practical exercises, real-world case studies, and simulations that sharpen their ability to evaluate evidence, identify flawed reasoning, and construct persuasive, logical arguments.
By developing a disciplined approach to thinking and decision-making, participants will enhance their capability to tackle complex engineering and organisational challenges with clarity, confidence, and strategic insight.
1. What is critical thinking in engineering and management?
Critical thinking is the ability to analyse information objectively, question assumptions, and evaluate evidence. In engineering and management, it supports clearer decisions by distinguishing facts from inferences and identifying reasoning gaps. The Paul–Elder Model used in the training reinforces purpose, assumptions, data, and implications as core elements of sound thinking.
2. How do cognitive biases impact technical decisions?
Biases like confirmation bias, anchoring, and groupthink can distort judgment and lead to unsafe or flawed decisions. The course highlights examples such as the Challenger and 737 MAX, where bias overrode evidence. Recognising these traps helps engineers validate data, assess risk objectively, and avoid predictable judgment errors in high-pressure environments.
3. Which decision-making tools are most useful for engineers?
Key tools include Root Cause Analysis (5 Whys, Fishbone Diagram), Decision Matrix, Cost–Benefit Analysis, and Systems Thinking (causal loop diagrams). These frameworks support structured problem-solving, clearer option comparison, and evidence-based decisions in technical and organisational settings, as outlined in the programme materials.
4. When should Root Cause Analysis be used?
Root Cause Analysis is applied when failures, safety incidents, or recurring problems occur. Techniques like the 5 Whys help teams move beyond symptoms to identify underlying causes. The training emphasises RCA as essential for long-term solutions that address systemic issues rather than quick fixes.
5. How does systems thinking improve decision-making?
Systems thinking helps teams understand interactions and feedback loops within complex systems. By mapping these relationships with causal loop diagrams, engineers can anticipate unintended consequences and make more resilient long-term decisions. This approach is central to the programme’s module on complexity and strategic thinking.
6. What improves the clarity of engineering recommendations?
Clear reasoning requires structured arguments, explicit assumptions, and evidence-backed conclusions. The training teaches argument mapping and persuasive report writing to help engineers communicate complex analysis in simple, logical formats. This improves stakeholder alignment and supports transparent, defensible decision-making.