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The Art of Decision Making

training code: HR-PM-PD / 2D_ENG / EN

Author training in the field of managerial decision-making skills

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For more information, please contact the sales department. For more information, please contact the sales department.
1,950.00 PLN 2,398.50 PLN with TAX

Training recommended for experienced managers.

After completing the classes, participant:

  • Is able to make decisions using specific techniques and tools.
  • Knows his own decision-making style.
  • Is able to use tools which support making individual and team decisions.
  • Knows how to work out strategies of creative problem solving.
  • Is able to avoid decision traps.
  • Is able to make decisions in a situation of uncertainty and lack of information.
  • Is aware of his own limitations in a successful finding solutions.
  • Is able to minimize the consequences of post-decisive dissonance.

Managerial experience.

  • Training: English
  • Materials: English

The psychology of making decisions

  • General dimensions of decisions.
  • Cooperation and the roles of cerebral hemispheres in decision-making process.
  • Aspects of indecisiveness.
  • The influence of emotions on decision-making process.

Analyzing decisive situation

  • The types of decisive situations: certain, risky and uncertain.
  • A series of processing information during decision-making process.
  • Practical methods of analyzing information.
  • Stages of making decisions (recognition, designing, choosing).

Decision-making styles

  • Diagnosing the individual style of making decisions.
  • Group styles of making decisions.
  • Advantages and disadvantages of the group decision-making process.
  • Creativity during decision-making process.

Decision-making techniques and tools

  • Techniques of generating solutions (for example, Bond’s Technique, de Bono Hats, Einstein’s Technique).
  • Tools supporting making decisions (for example, Osborn’s Questions,90 seconds plus technique).
  • The theory of games (prisoner’s dilemma).
  • Chaos Theory (turbulences).

Obstacles and mistakes in making decisions

  • Decision-making traps (for example, anchoring, attachment to status quo).
  • Obstacles impeding making objective and rational decisions (for example, informational, competitive, social, hierarchical).
  • Making decisions in conditions of uncertainty.
  • A tendency to take the risk and making decisions.

Optimizing the decision-making process

  • Post-decisive dissonance – how to minimize it and be certain about the validity of decision made.
  • Increasing the effectiveness of decisions made (for example, Vroom-Yetton-Jago model).
  • Tools of optimizing decisive processes (for example, scenario planning, decisive trees).