________________________________________________________________________________________________

Objectives

• By the conclusion of this Course , participants will be able to:
• Standardize Problem Solving: Move from “Guesswork” to a structured, repeatable methodology for fixing issues.
• Mitigate Mental Biases: Identify and neutralize the psychological traps that lead to poor judgment.
• Optimize Resource Use: Use quantitative tools (Decision Trees, CBA) to ensure resources are spent on the best options.
• Enhance Team Input: Apply collaborative techniques to leverage the collective intelligence of their departments.
• Manage Risk Proactively: Transition from reacting to crises to anticipating and planning for potential failures.
• Bridge the Gap to Execution: Translate abstract decisions into concrete action plans with clear accountability.
• Evaluate Decision Quality: Establish metrics to learn from past decisions, whether they were successful or not.

The Delegates

• This course is designed for professionals who are required to navigate complexity and deliver results:
• Middle and Senior Managers: Who face daily operational and tactical challenges.
• Team Leaders and Supervisors: Looking to improve their problem-solving speed and accuracy.
• Project Managers: Who must manage risks and make critical trade-offs under pressure.
• Operations and Process Engineers: Tasked with identifying and fixing systemic inefficiencies.
• Newly Promoted Executives: Transitioning into roles where the cost of error is significantly higher.

The Contents

• Foundations of Managerial Decision Making
• The psychology of choice: How managers actually make decisions.
• Distinguishing between Programmed and Non-Programmed decisions.
• The Rational Decision-Making Model: Steps and limitations.
• Intuition vs. Analysis: When to trust your “gut” in business.
• Identifying the “Decision Environment”: Certainty, Risk, and Uncertainty.
• Systematic Problem Identification
• The “Gap Analysis” approach: Current state vs. Desired state.
• Root Cause Analysis (RCA) using the “5 Whys” technique.
• The Ishikawa (Fishbone) Diagram for identifying causal factors.
• Pareto Analysis (80/20 Rule): Focusing on the “Vital Few” problems.
• Problem Reframing: Changing the perspective to find hidden solutions.
• Creative Ideation and Solution Generation
• Divergent Thinking: Brainstorming techniques for high-volume ideas.
• SCAMPER: A structured tool for innovating existing processes.
• Lateral Thinking: Breaking out of linear logic to find novel paths.
• Morphological Analysis: Breaking problems into attributes for new combinations.
• Benchmarking: Learning from industry best practices and competitors.
• Quantitative Decision-Making Tools
• Decision Trees: Visualizing risks, costs, and probabilities.
• Cost-Benefit Analysis (CBA): Evaluating the financial viability of options.
• Multi-Criteria Decision Analysis (MCDA) and Weighted Scoring.
• Expected Monetary Value (EMV) in risk-based scenarios.
• Using Excel and Data Visualization to support complex choices.
• Cognitive Biases and Heuristics
• Recognizing “Anchoring Bias” and “Confirmation Bias” in the workplace.
• Overcoming “Sunk Cost Fallacy” in project management.
• Groupthink: Identifying and preventing the dangers of team conformity.
• The “Overconfidence Effect” and its impact on strategic risk.
• Strategies for “De-biasing” individual and collective judgment.
• Collaborative and Team-Based Decision Making
• The Vroom-Yetton-Jago Decision Model: Choosing the right level of involvement.
• Nominal Group Technique (NGT): Ensuring equal participation in ideation.
• The Delphi Method: Gaining expert consensus anonymously.
• Building “Decision Consensus” without losing speed or quality.
• Managing conflict during high-stakes team deliberations.
• Risk Management and Uncertainty
• The Risk Matrix: Assessing Impact vs. Likelihood.
• Sensitivity Analysis: Testing how variables change the outcome.
• Contingency Planning: Developing “Plan B” for critical failures.
• Scenario Planning: Preparing for multiple plausible futures.
• Dealing with “Black Swan” events and extreme volatility.
• The Art of Ethical Decision Making
• Utilitarianism vs. Deontology: Frameworks for moral choices.
• The “Wall Street Journal” Test: Assessing public and personal integrity.
• Managing Stakeholder Trade-offs: Who wins and who loses?
• Corporate Social Responsibility (CSR) in long-term decision making.
• Building a “Culture of Accountability” for decision outcomes.
• Execution: From Decision to Action
• Developing a “Decision Action Plan” with clear milestones.
• Force Field Analysis: Identifying facilitators and barriers to implementation.
• Resource Allocation: Aligning budget and talent with the chosen path.
• Communicating the “Why”: Gaining buy-in for difficult choices.
• Monitoring and Feedback Loops: Adjusting the course in real-time.
• Continuous Improvement and Learning
• The PDCA Cycle (Plan-Do-Check-Act) for iterative excellence.
• Conducting “Post-Mortems” and “After-Action Reviews” .
• Building an organizational “Knowledge Base” of past decisions.
• Measuring “Decision Quality” vs. “Outcome Quality.”
• Personal Development: Creating a personal “Decision Journal.”

Course summary .

The Discount

Free Seats Are Offered