The Art of Decision Making

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).