Thinking strategy white papers by Kepner-Tregoe (KT) explore the role critical thinking skills play in today’s global business environment. Critical thinking skill development is at the foundation of Kepner-Tregoe training and consulting. For over 50 years, the time-proven, data-driven, Kepner-Tregoe strategic thinking processes have helped business leaders bring clarity and structure to organizational issues. The thinking strategy white papers describe how building critical thinking skills is a priority in workforce development, helping organizations to think clearly and confidently under pressure.

Thinking strategy white papers address leadership development, workforce development and the other key issues wrestled with by human resource development professionals. Kepner-Tregoe processes are easy to learn and can be used at all levels within your organization to solve problems quickly, make better decisions and analyze risks and opportunities. KT Problem Solving and Decision Making is the gold standard for improving critical thinking skills. Our clients embed our strategic critical thinking processes into the way work is done to improve operations, build strategic thinking and to create a thinking organization. Our thinking strategy white papers draw on client examples that describe how improving critical thinking skills resulted in sustainable operational improvements and built a thinking organization.

To learn more about thinking strategies and the Kepner-Tregoe approach to building critical thinking skills, contact us.

View Thinking Strategy white papers just below

 

Think Clearly

Many far-reaching consequences can be traced back to poor decisions. Addressing issues partially or superficially causes old problems to recur and new problems to arise. Clear thinking requires the following preconditions: time, attention, and structure.

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Developing a Thinking Organization. Part I

How do thinking patterns shape our lives? The author explores thinking patterns, how they can be changed, and how organizations can maximize today’s scarce resources by building brainpower and creating a thinking organization.

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Developing a Thinking Organization. Part II

Part II of how thinking patterns shape our lives. The author explores thinking patterns, how they can be changed, and how organizations can maximize today’s scarce resources by building brainpower and creating a thinking organization.

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Creating a Thinking Organization

Is thinking capability development a missing of our employee development programs? Interbake, a major food processing company had no brands of its own and needed to compete on the basis of operational excellence. The author, recent CEO of Interbake describes the top to bottom transformation he led his company through that achieved major financial success while positioning the organization to sustain this success into the foreseeable future.

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Thinking Correctly Under Pressure - VitAL

In business we have to prepare while we compete. To help you prepare for this pressure the author describes the five important, tough, recurring choices that need to be made to achieve operational excellence.

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Thinking Correctly Under Pressure: Four Drivers That Can Help to Keep You on Top

Understanding and reducing the triggers for stress can have an immediate benefit in an IT service and support environment. The author identifies four factors that relieve biological pressure and ensure a good quality outcome.

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Thinking Correctly Under Pressure

In business we have to prepare while we compete. To help you prepare for this pressure the author describes the five important, tough, recurring choices that need to be made to achieve operational excellence.

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Staying in Control - Designing Dashboards and Metrics to Improve Thinking Under Pressure

This article identifies the five key steps in creating an effective dashboard with a focus on the service organization.

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It's All Becoming Too Complex

As systems and technology become more complex, we cannot rely on knowledge alone to meet our challenges. Clear thinking, characterized by reflection and systematic problem-solving, leads to good decisive actions.

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