Critical Thinking and Teamwork Training Course

Duration 5 days 10 modules · 33 contact hours
Level Intermediate Certificate on completion
Who attends Team Leaders, Project Managers and others
Fee from USD 1,100 KSh 95,000 for Kenyan organisations
Where 52 cities + online See dates by city
Next start 16 Nov 2026 Course code SD-PE-022

Before you join: Participants should have experience contributing to workplace meetings, projects, operational decisions or problem-solving discussions.

Dates & prices

Two start dates a month in every city, and live online on weekdays or weekends. Fees are per participant; classroom fees include tuition, materials, lunch and refreshments, and the certificate.

Suggest a date or city

Showing the next six months. Later dates, other cities and private deliveries for your team are available on request.

Course overview

Poor decisions often begin with untested assumptions, weak evidence, unclear ownership or a team that agrees too quickly. Managers and specialists must assess claims under pressure, challenge flawed reasoning without damaging working relationships, and turn competing views into accountable decisions. These demands arise in project delivery, policy development, risk reviews, procurement, customer operations and cross-functional change initiatives.

This course develops disciplined critical thinking alongside practical teamwork skills. Participants examine arguments using the Toulmin Model, test information quality through source checks and triangulation, distinguish correlation from causation, and identify common cognitive biases. They frame problems before selecting solutions, use structured decision criteria, document assumptions and manage dissent. The teamwork content covers team charters, RACI matrices, psychological safety, meeting decision protocols, facilitation methods, constructive challenge, feedback and conflict resolution.

The five-day instructor-led course combines short briefings with realistic cases, group analysis, simulations and application planning. Participants work with decisions that resemble those faced in banks, government agencies, NGOs and corporate functions: assessing a supplier claim, resolving a project delay, reviewing conflicting performance data or reaching agreement on a service improvement. Each participant leaves with a critical-thinking toolkit, team diagnostic, decision log format, meeting protocol and 30-day application plan. Training is available in classrooms in 50+ cities or live online, runs from 08:30 to 16:30 each day, and includes approximately 32.5 contact hours. Participants receive a certificate of completion.

The course suits professionals who contribute to decisions through analysis, recommendations, project work or team leadership, and who need stronger methods for reaching sound conclusions with others.

What you will be able to do

  • Evaluate workplace claims using the Paul-Elder Intellectual Standards.
  • Map arguments using the Toulmin Model to expose unsupported conclusions.
  • Test evidence quality through triangulation, source checks and bias detection.
  • Frame complex problems using root-cause analysis and weighted decision criteria.
  • Apply debiasing protocols to challenge assumptions and reduce groupthink.
  • Facilitate structured team decisions using Six Thinking Hats and decision logs.
  • Clarify team accountability using RACI matrices and team charters.
  • Produce a 30-day critical-thinking and teamwork application plan.

Benefits of attending

For you

  • Make recommendations supported by explicit evidence, assumptions and decision criteria
  • Challenge weak reasoning without creating unnecessary defensiveness
  • Contribute more effectively during difficult meetings and cross-functional decisions
  • Identify cognitive biases affecting personal judgement and group discussion
  • Build a practical plan for improving a current workplace decision or team issue

For your organisation

  • Fewer decisions based on untested assumptions, incomplete evidence or dominant opinions
  • Clearer ownership and handoffs through documented decision rights and RACI roles
  • More productive meetings with recorded actions, rationale and review conditions
  • Earlier identification of project risks, root causes and conflicting stakeholder interests
  • Stronger team capability to address disagreement without avoidable escalation

Course modules

10 modules over 5 days

Participants can separate observations, assumptions and inferences before accepting workplace claims.

  • Distinguishing observations, interpretations, assumptions and inferences in workplace statements
  • Paul-Elder intellectual standards: clarity, accuracy, relevance, depth and fairness
  • Question stems that test purpose, evidence, implications and alternative viewpoints
  • Recognising certainty language, loaded wording and hidden value judgements
  • Fact-opinion separation using source, timestamp, measurement and attribution checks
  • Reasoning quality assessed before accepting recommendations or escalating concerns

Participants can map an argument and identify the reasoning needed to support a conclusion.

  • Toulmin Model: claims, grounds, warrants, backing, qualifiers and rebuttals
  • Mapping stated and unstated premises behind operational recommendations
  • Deductive validity distinguished from inductive strength in business reasoning
  • Spotting false dilemmas, straw man arguments and hasty generalisations
  • Counterarguments developed from stakeholder interests, evidence gaps and constraints
  • Argument maps used to clarify disputed decisions and dependencies

Participants can assess evidence quality and draw appropriately qualified conclusions from available information.

  • CRAAP test applied to reports, dashboards, media and vendor claims
  • Triangulating quantitative data, qualitative accounts and independent source evidence
  • Correlation, causation and confounding variables separated before drawing conclusions
  • Base rates and sample bias checked in performance claims
  • Data visualisations inspected for scale distortion, omitted baselines and aggregation
  • Evidence logs record source quality, limitations, confidence and follow-up questions

Participants can frame a problem, identify root causes and compare options against transparent criteria.

  • Framing decisions through objectives, constraints, stakeholders and decision rights
  • Problem statements separated from symptoms, causes and preferred solutions
  • Five Whys and fishbone diagrams identify plausible root causes
  • Decision criteria weighted using a transparent scoring matrix
  • Premortem analysis exposes failure modes before commitment of resources
  • Assumption registers assign owners, tests, review dates and escalation triggers

Participants can recognise bias in individual and group judgement and introduce productive challenge.

  • Confirmation bias, anchoring and availability bias identified in team discussions
  • Red-team questioning challenges dominant proposals without personal attack
  • Devil's advocate roles distinguished from evidence-based dissent
  • Ladder of Inference traced from observations to actions
  • Psychological safety practices invite dissent, uncertainty and error reporting
  • Debiasing protocols pause, diversify inputs and document contrary evidence

Participants can communicate a clear recommendation supported by evidence, logic and stakeholder awareness.

  • SCQA structure organises recommendations for senior decision makers
  • MECE grouping removes overlaps and gaps in issue analysis
  • Claim-evidence-reasoning format supports concise written recommendations under scrutiny
  • Active listening paraphrases content, emotion, interests and unresolved concerns
  • Clarifying questions distinguish requests, positions, needs and decision criteria
  • Constructive challenge uses inquiry, evidence and agreed meeting norms

Participants can establish the roles, norms and coordination methods required for effective teamwork.

  • Tuckman's stages diagnose team needs during formation and change
  • Team charters define purpose, scope, norms and working agreements
  • RACI matrices clarify accountable decisions, consultative roles and handoffs
  • Belbin team roles considered when allocating collaborative responsibilities
  • Shared mental models established through briefings, check-backs and visual plans
  • Interdependence mapped across tasks, information flows and approval points

Participants can facilitate meetings that produce informed decisions, clear actions and recorded accountability.

  • Meeting purpose separated into inform, consult, decide and coordinate
  • Decision protocols specify owner, input, quorum, deadline and record
  • Six Thinking Hats sequence divergent and convergent team discussion
  • Nominal Group Technique generates and prioritises options fairly
  • Facilitation interventions manage airtime, conflict, drift and premature closure
  • Decision logs capture rationale, dissent, actions and review conditions

Participants can address disagreement directly while protecting trust and maintaining progress.

  • Thomas-Kilmann modes selected according to stakes, relationships and time
  • Interest-based negotiation separates people, positions, interests and options
  • Feedback uses SBI: situation, behaviour, impact and agreed next steps
  • Conflict conversations distinguish task disagreement from relationship tension
  • Repair attempts address misunderstandings, commitments and trust after disagreement
  • Escalation pathways identify unresolved decisions, authority limits and risks

Participants can apply course methods to a current work issue and plan measurable follow-through.

  • Stakeholder maps identify decision makers, contributors, blockers and affected parties
  • Current workplace issue framed with evidence, assumptions and decision criteria
  • Team diagnostic assesses purpose, roles, norms, trust and coordination
  • Personal critical-thinking triggers defined for recurring high-risk decisions
  • Thirty-day application plan schedules actions, feedback and review points
  • Peer accountability arrangements support follow-through after the course

Exercises and examples are adapted to each cohort's sectors and roles.

What you take back to work

  1. Paul-Elder questioning checklist
  2. Toulmin argument-mapping template
  3. Evidence quality assessment log
  4. Weighted decision matrix
  5. Team charter and RACI template
  6. 30-day application plan

Who should attend

  • Team Leaders — improve decision quality, participation and accountability within their teams
  • Project Managers — resolve competing priorities, dependencies and delivery risks with stakeholders
  • Policy and Programme Officers — assess evidence and develop defensible recommendations
  • Business Analysts — test assumptions and communicate evidence-based conclusions clearly
  • Operations Managers — address recurring problems through structured team decisions
  • Technical Specialists — contribute expert judgement effectively in cross-functional discussions

Skills and tools covered

Critical reasoningEvidence evaluationDecision framingTeam facilitationConstructive challengeRole accountability

Tools and standards

Paul-Elder Intellectual Standards, Toulmin Model, RACI Matrix, Six Thinking Hats

How the course runs

Training methodology

The course uses short instructor briefings to introduce critical-thinking and teamwork methods, followed by case work, group exercises and decision simulations. Participants assess claims, inspect evidence, map arguments, diagnose team issues and facilitate structured discussions. Cases reflect common professional situations such as project delays, supplier proposals, operational failures and contested performance results. Guided reflection connects each method to participants’ own responsibilities. The final module converts course methods into individual application priorities, peer feedback commitments and a 30-day action plan.

Requirements and prerequisites

Participants should have experience contributing to workplace meetings, projects, operational decisions or problem-solving discussions. They should be comfortable reading short reports, interpreting basic tables or charts, and explaining their own reasoning to colleagues. No formal qualification in logic, psychology, data analysis or management is required. The course does not assume prior knowledge of critical-thinking models, facilitation methods or team-development theory. Participants will gain most value by bringing examples of recurring decisions, team challenges or proposals from their own work.

A typical training day

08:30 – 10:30First session
10:30 – 10:45Refreshment break
10:45 – 12:30Second session
12:30 – 13:30Lunch and networking
13:30 – 15:00Third session
15:00 – 15:15Refreshment break
15:15 – 16:30Workshop and daily review

Live online deliveries follow the same structure in East Africa Time, with shorter screen blocks and longer breaks.

What the fee includes

  • Instruction by a practitioner facilitator
  • Full course workbook and materials
  • Exercise files, templates and case studies
  • Refreshments and lunch on classroom deliveries
  • Certificate of completion
  • Post-course application plan

Frequently asked questions

You should have experience participating in workplace decisions, projects or team meetings. No prior study of logic, facilitation, psychology or data analysis is required.

Bring examples of decisions, recurring team issues or proposals from your work if confidentiality permits. A laptop is useful for live online delivery, while classroom materials are provided.

The course suits managers, project professionals, analysts, technical specialists and programme staff who contribute to decisions with colleagues. It is particularly useful for people working across functions or stakeholder groups.

The course focuses on the quality of reasoning behind decisions and the team methods that turn discussion into accountable action. It covers communication where it supports evidence, challenge, facilitation, feedback and conflict resolution.

Participants use the methods for proposals, risk reviews, project decisions, problem investigations and difficult meetings. They leave with reusable templates and a 30-day plan based on a current work issue.

Each day runs from 08:30 to 16:30 and provides about 6.5 contact hours. Time is divided between critical-thinking methods, evidence and decision analysis, teamwork practices, facilitated simulations and application planning.

Questions about this course?

Ask about dates, fees, group bookings or running it for your team. Our training team replies by email.

Ask on WhatsApp info@skillsetdevelopment.com

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