ฝึกพูดภาษาอังกฤษด้วยเทคนิค Shadowing จากวิดีโอ: Critical Thinking | 6 Key Words + 12 Business English Phrases | Real Podcast [BEL200]

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Welcome to Business English Podcast.

I'm Tom.

And I'm Mary.

Today we're talking about critical thinking at work.

Critical thinking helps you ask better questions,

check your reasoning, and explain decisions clearly.

It is especially useful when the answer is not obvious,

the data is incomplete, or the team is moving too fast fast.

We'll learn six short vocabulary items and 12 practical business phrases you can use right away.

Let's build language for careful thinking,

respectful pushback, and stronger business judgment.

Let's preview today's vocabulary first.

These are short words, but they appear in serious business decisions all the time.

First, assumption.

An assumption is an idea people accept as true without fully checking it.

For example, that plan depends on a big assumption.

Second, evidence.

Evidence means facts or information that support a decision.

A great question is, what evidence do we have?

Third, context.

Context is the wider situation around the issue.

A number can look good or bad depending on the context.

Fourth, bias.

Bias is a thinking habit or preference that can make judgment less fair or less accurate.

Fifth, trade-off.

A trade-off is a balance between two things,

like speed and quality, or cost and flexibility.

And sixth, criteria.

Criteria are the standards you use to compare options or make a decision.

Now listen for those words inside practical phrases that people can actually say in meetings.

In Scene 1, John is a strategy director and Sarah is a market analyst.

They're in a formal review meeting about a possible expansion.

The opportunity looks strong, but they need to think carefully before recommending it.

Let's listen in.

Sarah, thank you for the market review.

Could you summarize the recommendation for us?

Of course.

The evidence suggests that mid-sized healthcare companies could be a strong segment for our platform.

That is promising.

But before we move forward,

I would like us to question the default.

Agreed.

The main assumption is that survey interest will turn into actual purchasing behavior.

Exactly.

Let's compare the signals from the survey,

pilot usage, and sales conversations.

The evidence is mixed.

Pilot users were positive, but several prospects raised concerns about implementation time.

Then we should step back first.

The context is not only market demand,

it is also our support capacity.

Right.

We should check every angle, including bias.

Our team may be focusing too much on the positive pilot.

That is fair.

We need to name both sides of the trade-off if we launch quickly.

The trade-off is speed versus readiness.

A fast launch creates momentum,

but it could stretch the support team.

Before we choose, let's set clear standards.

What criteria would make this expansion worth the risk?

I would use three criteria – confirmed demand,

support readiness, and a clear compliance plan.

Please revise the proposal around those points and recommend a phased pilot instead of a full launch.

That scene was formal, but the language was direct and useful.

Let's unpack each phrase a little more slowly.

The first key phrase was, question the default.

John used it before accepting the easy answer.

This is a professional way to challenge an assumption.

You're not saying, this is wrong,

you're saying, let's not accept the first answer automatically.

Exactly.

Those question the default when a team is about to approve something just because it feels obvious or familiar.

And if you say it calmly,

it sounds careful, not negative.

The second phrase was, compare the signals.

John wanted to look at the survey,

pilot usage, and sales conversations together.

I like this one because evidence in business is often messy.

One signal may look positive,

but another may tell a different story.

Right.

Compare the signals means don't let one data point control the whole decision.

A useful example is, let's compare the signals before we call this a success.

Next was, step back first.

This phrase brings context into the room before the team decides.

Exactly.

It tells people, before we go deeper into details,

let's look at the bigger situation.

In the scene, the bigger context was support capacity.

Demand looked good, but the team might not be ready.

So step back first is especially useful when people are focused on one exciting number.

Sarah then said they should check every angle.

That is a natural way to reduce bias.

Yes, it is diplomatic because it does not accuse anyone.

It simply says, let's make sure our view is complete.

You can use check every angle when the team may be too attached to a positive story.

And it invites other people to add risks,

missing facts, or alternative interpretations.

100

The fifth phrase was name both sides.

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This is perfect for explaining a trade-off.

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A trade-off is not just a downside.

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It is the full picture,

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what we gain and what we give up.

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In this case, speed gives momentum, but readiness protects quality.

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Name both sides makes that balance clear.

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It's a useful phrase when a decision is not simply good or bad.

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Finally, John said, set clear standards.

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That connects directly to criteria.

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This is a strong decision habit.

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Before comparing options, agree on what success actually means.

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If you skip that step,

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people may argue because they are using different criteria in their heads.

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So, Set Clear Standards helps the team judge options fairly and explain the recommendation later.

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Now let's move to a different situation.

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Scene 2 is faster and more casual casual.

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Alex is a product manager and Emma is a UX researcher.

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They're deciding whether to ship a feature this week.

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The team wants momentum, but the user feedback is unclear.

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Let's listen.

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Emma, thanks for jumping on this quicksync.

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I saw your comments in the doc and it sounds like you're worried about Friday's release.

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Yeah, I am.

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The feature works, but the feedback is messy.

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We need to slow the reaction before we ship it.

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Fair.

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My assumption was that a small release means low risk,

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but that may be too simple.

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Exactly.

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Let's test the numbers.

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The evidence shows power users can use it,

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but new users are confused.

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Good distinction.

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We should add the user story,

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not just look at the dashboard.

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Yes, the context is onboarding.

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If the first experience is confusing, activation could drop.

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Then let's include missing voices.

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Who did we not hear from in testing?

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Mostly new users.

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That creates bias because our test group already understands the product.

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OK, we could delay the full launch and run a limited beta instead.

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That helps us choose a safer path.

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The trade off is slower timing, but better learning.

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Marketing needs a decision today,

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so let's use a decision rule.

147

Good.

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If new users can complete onboarding without help, we launch wider.

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If not, we keep it in beta.

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Those criteria are clear.

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I'll update marketing and frame this as a controlled beta.

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Perfect.

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Better to think clearly now than clean up confusion later.

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Scene 2 is more casual,

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but the decision language was still very useful.

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Let's go phrase by phrase.

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Emma started with, slow the reaction.

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That is a simple phrase for challenging a quick assumption.

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This is useful when the team is moving fast and the first answer feels too easy.

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Exactly.

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Slow the reaction does not mean stop the project.

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It means pause long enough to think.

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A natural meeting sentence is,

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let's slow the reaction and check what we actually know.

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Then Emma said, test the numbers.

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That is excellent when evidence looks positive but maybe incomplete.

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Numbers can feel objective, but they still need interpretation.

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Who was measured?

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What was missing?

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What does the number really prove?

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In the scene, the data showed power users were fine,

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but not that new users understood the feature.

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So, test the numbers means don't just quote the data, examine it.

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Next, Alex said they should add the user story.

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That gave the data more context.

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This is a very useful product phrase.

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It reminds the team that behind every metric,

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there is a real user experience.

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Exactly.

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If the dashboard says one thing but users are confused,

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the user story matters.

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You can also use Add the User Story in sales,

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support, or customer success discussions.

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Then they used Include Missing Voices.

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That is a great phrase for reducing bias.

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It asks, Whose opinion or experience is not represented here?

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That question can change the decision.

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In this case, the missing voices were new users.

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The team had feedback, but it was not balanced.

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So, include missing voices is a practical way to make the conversation fairer and smarter.

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The fifth phrase was, choose a safer path.

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This is useful when every option has a trade-off.

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Right.

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Safer does not mean weak.

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It can mean more controlled,

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more responsible, or easier to learn from.

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The beta was slower, but it protected the customer experience and gave the team better learning.

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So, choose a safer path is a good phrase when speed is tempting but risk is high.

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Finally, Alex said, use a decision rule.

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That connects to criteria.

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A decision rule makes the next step clear.

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If this condition is met, we do one thing.

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If not, we do another.

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Exactly.

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It reduces vague debate and gives the team a shared standard.

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In the scene, the rule was simple.

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If new users succeed, launch wider.

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If not, keep testing.

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Let's turn this into practical meeting language.

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We'll go slowly so you can hear how to use each tip.

211

First tip, ask before accepting.

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This means you pause before agreeing with the first idea.

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A good phrase is, can we question the default for a moment?

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It sounds careful, not confrontational.

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Use ask before accepting when a decision feels too automatic or when the room agrees too quickly.

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The key is to ask with curiosity, not with judgment.

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Second tip, check multiple sources.

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This is about evidence.

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Before you say something is true,

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compare different inputs, data, customer comments, team experience, and timing.

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You might say, let's compare the signals before we decide.

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That is, check multiple sources in action.

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It protects you from making a big decision based on one loud data point.

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Third tip, zoom out briefly.

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This brings context into the conversation.

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You don't need a long analysis.

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Just ask how the issue connects to customers,

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cost, timing, or team capacity.

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For example, let's step back first.

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What else does this affect?

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That's a practical use of zoom out briefly.

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This is helpful when people are stuck on one detail.

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Fourth tip, invite other angles.

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This helps reduce bias.

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A strong question is, who are we not hearing from?

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Or, what angle have we missed?

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Use invite other angles when the discussion feels one-sided,

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or when the same people are driving the decision.

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It makes the meeting more inclusive and often improves the decision.

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Fifth tip, state the cost.

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This is about trade-offs.

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Every serious decision has a cost.

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You gain something, but you usually give something up.

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A clear pattern is, we gain speed,

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but we give up confidence.

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That is, state the cost in plain English.

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It helps people see the decision more honestly.

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Sixth tip, set the standard.

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This is about criteria.

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Before comparing options, agree on what matters most,

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cost, customer impact, timeline, or risk.

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You can say, let's set clear standards before we compare the options.

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That's set the standard in action.

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Once the standard is clear,

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the decision feels less personal and more objective.

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The goal is not complicated English.

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The goal is clear questions and clear reasons.

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Try one phrase in your next meeting when the decision feels rushed or unclear.

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Let's recap today's critical thinking language.

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Our six vocabulary items were Assumption,

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Evidence, Context, Bias, Trade-off, and Criteria.

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From Scene 1, question the default,

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compare the signals, and step back first.

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Also remember, check every angle,

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name both sides, and set clear standards.

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From Scene 2, slow the reaction,

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test the numbers, and add the user story.

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Then include missing voices, choose a safer path,

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and use a decision rule.

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For practice, ask before accepting,

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check multiple sources, zoom out briefly, and invite other angles.

272

Also, state the cost and set the standard before comparing options.

273

Critical thinking is about slowing down at the right moment,

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not slowing everything down forever.

275

Thanks for listening to Business English Podcast.

276

Keep asking better questions, and we'll see you next time.

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