Pobierz kartę szkolenia

The Art of Decision Making

kod szkolenia: HR-PM-PD / 2D_ENG

Author training in the field of managerial decision-making skills

poziom Średnio zaawansowany

W celu uzyskania informacji skontaktuj się z działem handlowym. W celu uzyskania informacji skontaktuj się z działem handlowym.
1 950,00 PLN 2 398,50 PLN brutto

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).