Decision-Making Tools & Techniques
The challenge for many professionals today is to take better decisions, to take more of them and to see those decisions implemented.
An individual’s natural decision-making process often falls into two extreme camps: One tends to trust their instinctive “gut-feeling” while the second becomes stalled by “analysis-paralysis” or the search for “perfect information” leading to an inability or reticence to take decisions.
No one would suggest that the same manufacturing process be used to make both ice-cream or chair legs. It does not make sense. Yet, many employees use the same decision-making process irrespective of the question or problem that they are addressing or the outcome they are looking to generate. Many employees also feel that they are ill-equipped to take the major decisions under their responsibility.
Thankfully, there are several different decision-making models and tools that can be quickly learned and applied that will improve both decision-making and the resulting outcomes.
Date: November 18-19, 2014
Time: 9:00 am – 5:00 pm
Location: 688 Sherbrooke Street West
Date: March 3-4, 2015
Location: 688 Sherbrooke Street West
This workshop offers participants the opportunity to learn and apply a variety of new decision-making processes in a safe learning environment. It helps them understand which tools or models could or should be applied in different situations – depending upon the level of importance and urgency of the decision and the amount of buy-in required to ensure implementation. Participants will leave feeling better equipped to take any decision that they encounter in their work environment.
Who Should Attend
Professionals seeking to improve their decision-making capabilities.
At the end of this workshop the participants will be able to:
- Use a selection of different (non-technical) decision-making processes, tools and techniques
- Improve the selection of which decision-making process to use in a given situation
- Better understand the short-term and long-term implications of any particular decision
- Gain increased “buy-in” into decisions that are taken
- Better decide when to take decisions alone or in group
- Decrease procrastination around taking decisions
- Gain an increased level of confidence around their decision-making
- The outcomes of decision-making
- The “Traps” of poor-decision-making
- Creating the context for “Decision-making”
- Understanding “buy-in”
- Analysis of Implications
- A selection of decision-making processes & tools
- “Strong, Shallow and Criminal” decisions
- Making decisions “stick”
- Leadership and decision-making
Mark Hollingworth is a faculty lecturer in the School of Continuing Studies and a program leader in the Executive Institute at the Desautels Faculty of Management at McGill University.
He has a Bachelor of Science degree from Birmingham University, U.K., an M.Eng in Mineral Processing from McGill University & an EMBA from the University of Quebec in Montreal (UQAM).
He is the president of 5i Strategic Affairs and has worked as a management consultant, workshop leader and facilitator, educator and ontological coach to the profit and not-for-profit sectors in Montreal, Canada for over 25 years.
In the past five years, he has worked with companies such as Cogeco, Hydro-Quebec, Imperial Tobacco, Kruger Inc, Linamar, Metso Minerals, RioTintoAlcan, Richter and Standard Life, and has worked abroad with individuals and organizations in Abu Dhabi, Bhutan, Ghana, Nigeria, Saudi Arabia, Vietnam, Zimbabwe among others.
He is the author of the book Growing People, Growing Companies: Achieving Individual and Organizational Success in the Knowledge Economy (2003) and, since then, has followed-up with a series of articles published in the University of Western Ontario’s leading business publication, the Ivey Business Journal.
Up to 14 days prior to the start date: Full refund
7 days prior to the start date: Refund minus $100 Cancellation fee
Within 7 days of the start date: No Refund, however suitable participation substitution will be permitted
If no notice is given prior to the start of the event(s) and you fail to attend, you will be liable for the full course fee.
McGill SCS reserves the right to cancel an event up to 5 days prior to its start.
E-mail: pd [dot] conted [at] mcgill [dot] ca