Duration
2 days (14 hours)
“Good leaders make the right calls; great leaders build the systems that make the right calls possible.”
Moves you beyond one-off choices toward the capability to design decision architectures that raise the decision quality of your team and your organization, systematically.
Most managers decide where intuition, experience and time pressure intersect. This program does not discard that intuition; it strengthens it with a decision architecture that is consistent, defensible and repeatable.
Working through the Harvard Business School case method, participants analyze real organizational dilemmas, surface the blind spots in their own decision processes and leave with a concrete toolkit they can put to work the moment they return to the job.
Designing defensible, shareable frameworks for the decision types that recur.
Recognizing individual and collective cognitive biases and reducing their effect through process design.
Judging how much analysis each decision warrants, then choosing the right speed for it.
Applying methods that strengthen the team’s buy-in and ownership of execution.
Separating a good decision from a good outcome; assessing decision quality independently of the result.
The cognitive biases most common in managerial decisions and the conditions that trigger them.
Reframing the problem to surface options that were previously invisible.
Deciding with incomplete information through probabilistic thinking and scenario-based assessment.
Consensus traps in group decisions, diversity of viewpoint and structured debate.
Turning recurring decisions into a decision protocol built for your organization.
PhD in decision science and managerial behavior; a practitioner who teaches at leading universities and has designed executive development programs across many organizations. He brings academic rigor to real-world practice.
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We adapt the content to your team’s agenda and sector to make it fully bespoke.