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Thinking Styles Paperback – March 13, 1999

4.7 out of 5 stars 7 customer reviews

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Product Details

  • Paperback: 196 pages
  • Publisher: Cambridge University Press (March 13, 1999)
  • Language: English
  • ISBN-10: 052165713X
  • ISBN-13: 978-0521657136
  • Product Dimensions: 6 x 0.4 x 9 inches
  • Shipping Weight: 12.5 ounces (View shipping rates and policies)
  • Average Customer Review: 4.7 out of 5 stars  See all reviews (7 customer reviews)
  • Amazon Best Sellers Rank: #892,286 in Books (See Top 100 in Books)

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Top Customer Reviews

Format: Hardcover
Robert J. Sternberg is IBM Professor of Psychology and Education at Yale University. His publication, Thinking Styles, is a study of how and why homosapiens think and could be classified as interactive and reciprocal mental self-government psychology. Its major objective is to show how different thinking styles affect learning preferences and how individual abilities to learn should be recognized and respected. In so doing, Sternberg manages to criticize many accepted views on intelligence testing. These, so called, standards of the day provide only part of an answer to why people learn and perform differently. His criticism of these standards provides us an insight into the special character of his concerns. Sternberg's theory of styles differs from established intelligence and motivational evaluational technique in that he explores the possibility of mental self-government. "The basic idea of the theory of mental self-government is that the forms of government we have in the world are not coincidental. Rather, they are external reflections of what goes on in people's minds. They represent alternative ways of organizing our thinking." Sternberg's theory of mental self government is as follows, "That the kinds of governments we have in the world are not merely arbitrary and perhaps random constructions, but rather in a certain sense are mirrors of the mind. In other words, they reflect different ways in which people can organize or govern themselves. On this view, then, governments are very much extensions of individuals: They represent alternative ways in which collectivities, like individuals, can organize themselves." Societies and individuals both need governmental guidelines.Read more ›
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Format: Paperback
This book will be of interest to diverse audiences: educators, psychologists, managers. Thinking styles are of interest ptimarily to educators because they can help teachers to improve instruction and assessment. They are related with age, gender, experience, self-esteem. Sternberg say that learning styles might be used to characterize how one prefers to learn, cognitive styles might be used to characterize ways to cognizing the information and, thinking styles might be used to characterize how one prefers to think about material as one is learning it or after one already knows it. I learned more about my own styles and how these styles affect my life.
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Format: Paperback
This book gives you the knowledge of how to evaluate your own thinking styles and the thinking styles of those that you deal with so that you can best place your thinking style to your best advantage. As the book shows, thinking styles that are out of place are a disaster and thinking styles in place are a success. Sadly, creative, or as the author calls it, legislative thinking styles are punished in the public fool system, government and most of the business world. If you are a creative person you have to understand that most of what passes for education and business is out to punish and destroy your creativity. The status-quo is the executive style of thinking and is rewarded by most schools and businesses except at the very highest levels which very few will ever attain. So, if you are a creative person plan on a life of punishment in the school or corporate world. Of course if you are creative you don't need the school or corporate world anyway and you know it. If you're not having fun, you're doing something wrong.
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Format: Paperback
Following on the heels of Edward de Bono's series on thinking (although only de Bono's "Lateral Thinking" is cited) these management consultants, take up where de Bono left off.

Their thesis is that throughout our lives we tend to fall back on one, or at most, two strategies of thinking, when in fact there are at least five or six common styles available to us.

These overlooked styles and strategies greatly limit the power and range of our thinking and thus also limit the range and power of our problem-solving abilities. Including them in our repertoire can prove valuable in extending the range, power and quality of our thinking and problem solving.

Five strategies are examined and analyzed in this book. We are taught to understand our own style of thinking; how to use our existing strengths more productively, ways to augment them, as well as how to identify our own blind spots and the limitations of our own thinking style.

At the end of the book an inventory questionnaire is devised as a checklist so that problem-solvers and decision-makers may use it to ensure that they have broadened the context of their decision-making to include the widest possible variety of thinking styles.

This is a very practical and useful book, that works.

Five stars
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