Improve organisation decision making processes with critical thinking
summary
Workshop shows a concrete toolkit drawn from military red‑team practice and applied demos: think write share (neuroscience-backed system‑two delay and colored index cards), six strategic questions for alignment, lies we tell ourselves to surface hidden assumptions, and premortem scenario modeling. Exercises find roughly 50 assumptions in a few hours, have supported NHS and bank reviews, and shaped a festival of 800 events with 30,000 participants; the approach is a flexible toolbox, not a prescriptive framework, and is shown to speed and improve decisions.
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chapters (10)
- 0:00Workshop setup
- 1:28Critical thinking and red teaming
- 10:48Think right share and neuroscience
- 20:10Red team thinking benefits
- 31:26Problem statements and decision alignment
- 41:36Biases in decision making
- 51:56History of red team thinking
- 1:00:27The lies organizations tell themselves
- 1:11:03Implementing red teaming
- 1:24:51Q&A
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