Strategic Decision Making

  •  day(s)Duration
  • 1.4 CEU/14 PDU/Credits/Units
  • MDP821Course Code
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  • This course is part of the Advanced Certificate in Management, a program geared toward managers looking to enhance higher-level management competencies such as decision-making, talent management, coaching, motivation and more.

Course description

Making business decisions is your most important function as a leader — and your riskiest. Every leader is expected to make strategically sound decisions, but decisions are more than judgment calls based on experience and domain-specific knowledge. Leaders are made or broken by the quality of their decisions. Surprisingly, many of us approach decision making in a way that neither puts enough options on the table nor permits sufficient evaluation to ensure that we can make the best choice. Strategic decision making employs processes and tools to solve problems taking into consideration all elements affected by the decision and the resulting potential outcomes.

In this course, you will learn how to apply systematic decision-making processes in order to reduce risk and choose the best course of action for the project, team, the organization, and you. This course reveals the steps necessary to making decisions that are strategically aligned with business objectives and provides problem solving tools to address a range of challenges that every leader encounters.

Who should attend

Executives, managers, team and project leads, and emerging leaders who make decisions about capital, talent, products or services. This course is for those who want to learn a process for making better critical decisions in order to increase their effectiveness and results within their organizations.

What you will achieve

  • Develop insight into how you make decisions on your own and in collaboration with others.
  • Enhance your toolkit for solving problems and making sound decisions.
  • Promote buy-in with the right decisions.
  • Align decisions with strategy.
  • Enhance commitment to decisions across groups.
  • Feel confident in the knowledge that decisions are the best choices that will produce the best results.
  • Make important decisions that are not likely to generate unexpected or undesirable outcomes.
  • Minimize uncertainty and risk.

What you will learn

  • Establish decision making processes that work across organizational silos and enterprise boundaries.
  • Successfully implement the five levels of decision making and learn when to use them situationally
  • Clearly define and frame complex issues using structured decision-making models.
  • Implement consensus decision-making models effectively.
  • Quickly and successfully identify root causes and analyze problems.
  • Identify and select priorities.
  • Effectively assess and manage risk critically evaluating costs, risks, benefits and impact.
  • Apply systems thinking and strategic scenario planning.
  • Identify, position, and build agreements with key stakeholders.
Course Outline
Day One

Introduction

  • Purpose and Overview, learning objectives and program goals.

Introduction to Strategic Decision Making

  • Components of a good decision.
  • Contrast between the desired process for making a decision and the reality and challenges.
  • Decisions versus "Strategic Decisions".
  • Group Discussion:Brainstorm ideas on five topics:
  • Characteristics of a "gifted" and strategic decision maker.
  • Challenges of making good strategic decisions.
  • Examples of the kinds of cultural decisions within an organization.
  • Effects of better decisions on leadership impact and organizational performance.
  • Factors to consider when decisions are made at different levels i.e. senior management, project team, cross-functional etc.

Strategic Decision Making Traps

  • Origin of poor decisions and impact on current circumstances.
  • Mental reasoning flaws.
  • Application Exercise— Participants complete self-assessment survey to evaluate types of "traps" they are most likely to fall into. They will also analyze the success and limitations of their current decision making style.

Introduction to Generating Tools and Frameworks

  • Application Exercise— Small group teams to apply and discuss one of these tools to a specific work-related issue.

Introduction to Focusing Tools and Models

  • Evaluating strengths, limitations, and value of each model.
  • Application Exercise— The two tools provide participants with an opportunity to practice using and applying different models to their individual work-related scenarios.

Stakeholder Management

  • Four steps to successful stakeholder involvement.
  • Application Exercise— Participants work in pairs to complete four steps of stakeholder involvement using a current work-related decision(s). Participants will determine the appropriate stakeholders for their individual decision and then identify the decision making process based on the level of ownership and involvement required.

Stakeholder Planning

  • Planning the conversation, building agreements, and creating a stakeholder communication plan.
  • Application Exercise— Participants will review the conversations they need to have with stakeholders from multiple perspectives and will prepare appropriate strategies for building strong agreements with both the "champions" and the potential "blockers." Participants will also create an organized plan for conducting these conversations with each of their key stakeholders.

Wrap-Up and Post Work

  • Action steps for immediate implementation back at work.
Day Two Outline

Review of Day One

Stakeholder Planning

  • Planning the conversation and creating a stakeholder communication plan.
  • Application Exercise— Participants will review the conversations they need to have with stakeholders from multiple perspectives and will prepare appropriate strategies for building strong agreements with both the "champions" and the potential "blockers." Participants will also create an organized plan for conducting these conversations with each of their key stakeholders.

Building Agreements that Stick

  • Three stages of building strategic agreements.
  • Building a collaborative environment.
  • Tools for reaching agreement.
  • Transitioning from "compliance" to commitment.
  • Application Exercise— In small teams, participants practice tools and processes of building strong agreements.

Conflict Resolution Strategies

  • Managing "hard bargainer" tactics used to block or delay decisions.
  • Dealing with hidden agendas.
  • Delivering hard messages and implementing difficult decisions.
  • Application Exercise— In trios participants will practice managing challenging conversations with mock stakeholders and team members.

Case Study

  • Industry specific case study for review and practice of tools/skills.

Tool Review

  • Thorough tool review with participant demonstrations and practice of key tools.
  • Complete individual Decision-Making Prep Sheet.

Course Wrap-Up

  • Transfer the learning: Develop an individual action plan to implement strategic decision making strategies and skills.
  • Wrap-Up (Q & A, evaluations, and close.)

Review of "Lessons Learned."

Post Work: Action steps for immediate application of learned skills.

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This course is currently not scheduled. To be notified of the next available date, provide us with your information. Or, if you have a group to train, contact us to learn more about bringing this course onsite to your location:

Call: 1.800.288.7246 (US ONLY) or +1.978.649.8200

eMail: onsitetraining@corpedgroup.com

Form: Corporate Onsite Request Form