Making Decisions Critical Thinking for Sound Judgements
No one can ever be 100% sure that the decision they’ve just made is the right one, particularly if they’ve just relied on ‘gut feeling’. Whilst instinct can be a highly valuable tool for a highly experienced manager, it would be unwise for those new to the profession to rely on spider sense alone. What’s required instead is a robust approach to defining the problem and analysing its causes before exploring options for the optimum solution.
In this highly practical course, you will reflect on decisions you’ve made in the past, how you arrived at them and what factors made them effective – or not. You will learn structured approaches to investigating and prioritising business problems, identifying feasible solutions and making the final decision on which will be implemented. As party of the decision-making process, you will consider risks and plan appropriate contingencies.
Finally, many new managers often make decisions by consensus (because it keeps the team onside) and we will look at some of the pitfalls in going down this route.
By the end of this course you will have:
- understood how decisions are made and the role of the manager
- appreciated how personality type affects the way we make decisions
- prioritised and investigated problems using tools such as SWOT and PEST
- applied a staged process for decision-making
- used the Outcome Frame Model
- a concept of Forced Pairs to review options
- analysed risk and plan contingencies
- understood – and know how to avoid - the challenges of making decisions by consensus