Executives, and leaders are made or broken by the decisions or choices they make or fail to make. A recent World Economic Forum finding (2016) on the Future of Jobs, lists complex problem solving, critical thinking and decision making as three of the top ten skills required to function in the work place by the year 2020. Proactive organizations will prepare their leaders now, for the future they envisage.
Formal economic models of decision-making often begin with the assumption that we are inclined to make choices that leave us as well off as possible. However, research and experience suggest that we often make choices that seem opposed to our best interests or at best are suboptimal.
It is important to understand that problem solving and decision making is necessarily a two-dimensional phenomenon. To make more optimal choices, we must understand how these dimensions interact especially in time-bound, uncertain and volatile contexts.
This seminar will equip participants with knowledge, tools and frameworks required for solving problems and making decisions, especially in our peculiar contexts.
Key Learning Outcome
At the end, participants would have:
- Developed a strategy for handling complex problem situations
- Learnt how to handle/use information correctly
- Learnt to handle cognitive limitations that plague the decision making process
- Learnt to think according to defined parameters and frameworks that aid optimal decision making
- Honed their thinking capabilities to accommodate novel, non-routine decision situations
- Learnt when and how to engage participatory decision making
The programme content is broken down into the following
- The psychology of Decision Making
- Personality and Decision Making
- Judgment & Decision Making (Simulation)
- Decision Making as Process
- Root Cause Analysis
- Gathering Intelligence
- Strategic Thinking and Decision Making
- Group Dynamics and the Decision Making Process
- Dealing with Uncertainty and the Constraint of Time