What is common to the attack on Pearl Harbour and the demise of the corporate empire Enron?
All these events are the product of bad decision-making. No matter whether it is business, political or military decision-making, a wrong decision can have devastating and long-ranging consequences.
In today’s modern management, decisions are often made in complex and ever-changing environment. Such environment is characterised by sudden changes, events that posssess no common denominator and management that often come to the dead end when they use the existing decision-making routines to solve the emerging problems.
For a long time, the traditional psychology has considered humans as perfectly rational decision-makers. Traditional views of rational decision making assume that individuals gather, evaluate, and combine all the available evidence to come up with the best choice possible. Such model of perfect rationality has found it’s theoretical support in classical economic theory as the explanation of the behavior of economic agents. However, contemporary scholars of economy and psychology, under the influence of business reality, went a step further to ask:
How do managers really make decisions when time is limited, knowledge imperfect, and the future uncertain?
The purpose of this training is to give answer to this and other crucial decision-making questions, such as:
How do we really make decisions?
What are the most common decision-making errors and why do we make them?
How to diminish decision-making errors?
How to recognise bad investment?
How to improve goal achievement in business?
This training is designed for middle and top management, and for all other decision-makers that ask themselves daily the above mentioned questions.
