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JLBC: Leadership

JLBC: Leadership

Question: How can reasoning be based both on assumptions and data? Question: Why must sense lead somewhere, and where must it lead?

Question: Have you ever tried to win an argument where the other person was factually incorrect and unwilling to hear logic? How can critical thinking help in such situations?


Summary: As with other aspects of leadership, becoming a critical thinker is more a journey than a destination. Everyone is subject to lazy thinking or irrational thought from time to time. Therefore, developing the ability to think critically is a lifelong, never-ending endeavor.

Remotivating: A leader’s critical thinking skills directly influence their effectiveness. Closure: Become a leader who has a habit of thinking sharply.


Note to the instructor: Every informal discussion should be followed by one or more hands-on activities reinforcing one or more of the concepts being discussed. These activities should last 25-30 minutes, giving about one hour total block of time for the leadership session at a typical JLBC meeting (25-30 minutes for the informal discussion, plus 25-30 minutes for the activities).

Along with any questions found in the activities themselves, you should be sure to ask, “How does this activity tie in with our discussion?”

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