It’d be reassuring to think that we’re always able to make rational decisions. That we always have the perfect blend of experience and information to hand.
But life isn’t like that. One of modern life’s ironies is that we have access to more information than ever before, but it’s just not always the information we need. As psychologist Barry Schwartz reminds us, the dizzying array of choices often available can be a recipe for anxiety or wasted time, rather than a shortcut to success. When it comes to decision-making, it seems that the only thing we really know is that we can’t predict the future.
• Navigate ambiguity as a core leadership skill we all need to develop.
• Recognise what gets in the way when we make decisions.
• Manage the uncertainty, risk and doubt we’ll inevitably face.
• Balance knowledge and intuition and make the most of the data available to us.
• Overcome indecision, prevarication or perfectionism to make the best possible decisions our circumstances allow.
• See decision-making as a creative process, using a range of tools and techniques to help us to identify and solve problems.
Part 1: Navigating Uncertainty
Part 2: Problem-Solving
Part 3: Using (and Abusing) Big Data
Part 4: Ethical Considerations
As used by Google and MI6, this challenging interactive simulation is played online in teams of three. Your goal? Easy, set up a new copper mining operation in the Amazon rainforest. It’s an intense but risk-free experience that helps simulate having to make difficult strategic decisions under time pressure. It also gets you thinking about how you typically make decisions and communicate them to your team and others.
This simulation presents participants, typically organised in teams, with a challenging mission to optimise a post-merger integration plan. It is an intense but risk-free experience that will help them develop skills in a range of areas, including leading and implementing change, influencing, communication strategies, (virtual) teamwork and decision-making in ambiguous and complex scenarios.
Delivered by Dr Brennan Jacoby this session explores what it takes to make sound strategic decisions and how we can retain objectivity under pressure. Together, we’ll explore what can be done to free up the cognitive bandwidth needed to make wise decisions at pace and cover a 4-step process for making strategic decisions. We’ll also look at the supporting skill of critical thinking to bolster our problem-solving and help sort fact from fiction.
Find out more information about our courses, download our brochure or book a call with our team.
Craig Smith, Head of Learning and Employee Experience, Babcock International
Rebecca Keeble, Talent Manager,
Marks and Spencer
Roger Minton, Head of Leadership Development, Anglo American
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