At the heart of every decision is the desire to solve a problem, whether defined in terms of a deficiency or an opportunity. Executives and leaders generally, are made or broken by the decisions / choices we make or fail to make. A recent world Economic Forum article (2016) on the Future of Jobs lists complex problem solving, critical thinking and decision making as 3 of the top ten skills required to function in the work place by the year 2020.
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. Why?
It is important to understand that problem solving and decision making is necessarily a two dimensional phenomenon, one rational, methodical, analytical, effortful, and the other affective, instinctive, intuitive and automatic. In essence, problem solving and decision making is about how we think! To make more optimal choices, we must understand how these dimensions interact especially in time bound and uncertain contexts.
This seminar will expose participants to information as well as tools geared towards developing thinking capabilities that are at the root of complex problem solving and decision making skills suitable for 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