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14 October – 15 October
2 training days · Online
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Why this workshop?
Decisions do not begin at the moment of choice. Problem framing, time pressure, overconfidence, past experiences, expectations, and fear of loss all influence outcomes.
About the workshop
The workshop examines decisions from definition through execution and provides 61 practical ideas and models for improving judgment and results
Understanding decision stages, recognizing biases, framing problems correctly, dealing with uncertainty, evaluating alternatives, and improving future decisions.
What will you learn in this workshop?
The workshop presents 61 practical ideas and models that help you understand problems, test assumptions, evaluate possibilities, and weigh risks and trade-offs before making decisions.
Understand the stages a decision goes through before it is translated into action. Distinguish between the quality of a decision and the quality of its outcome. Identify the most common biases that influence judgment and choice. Frame problems and questions in a way that reduces the risk of solving the wrong problem. Deal with incomplete information and uncertainty with greater awareness and confidence. Evaluate and balance alternatives, costs, risks, and potential rewards. Know when to slow down and when a rapid decision is necessary. Turn decision reviews into a practical discipline that continuously improves the quality of future decisions.
Workshop themes
The workshop covers seven core themes that reveal what happens before, during, and after a decision is made, helping participants develop clearer, more mature, and more responsible judgment.
1
Defining the Problem
Understanding how incorrectly defining a problem can lead to the right decision for the wrong problem.
The way a problem is framed determines the range of solutions we see. A narrowly framed question may eliminate the best alternatives before comparison even begins. Before searching for an answer, make sure you are addressing the real problem.
2
Assumptions and Information
Testing what we believe to be true and distinguishing between facts, interpretations, and expectations.
Every decision is built on assumptions, whether we acknowledge them or not. More information does not necessarily lead to better understanding. The most dangerous assumptions are the ones we do not realize we are making.
3
Cognitive Biases
Understanding how experience, emotion, and the presentation of information influence judgment and choice.
We often seek information that confirms our views rather than challenges them. The first number or piece of information can become an anchor that influences all subsequent estimates. High confidence does not always mean greater accuracy.
4
Probabilities and Uncertainty
Evaluating scenarios and probabilities while navigating ambiguity without waiting for certainty.
A good decision can still lead to an undesirable outcome. Uncertainty never disappears, but it can be managed. Considering multiple scenarios improves preparedness and reduces surprises.
5
Risks and Trade-Offs
Understanding what we gain, what we give up, and how to define acceptable levels of risk.
Every important decision involves trade-offs, even when they are not immediately visible. Avoiding loss entirely may prevent valuable opportunities. Risk should be evaluated based on the likelihood of harm, its potential impact, and the ability to absorb it.
6
Collective Decision-Making
Improving the quality of discussion, disagreement, and decision-making within teams, committees, and boards.
Rapid consensus may conceal weaknesses in collective thinking. Structured disagreement often leads to better decisions than silent agreement. Clear roles reduce the diffusion of responsibility after a decision is made.
7
Execution and Learning from Decisions
Turning decisions into action and reviewing outcomes without judging the decision solely by the result.
A decision that does not specify ownership and timing remains merely an intention. Do not judge a decision solely by its outcome. Document the reasoning behind decisions to enable more objective learning in the future.
Who is it for?
This workshop is designed for individuals who make influential decisions in business, investment, or management and seek to improve the quality of their judgment while reducing errors caused by bias, impulsiveness, and poor problem definition.
Executives, managers, and decision-makers. Board members and committee members. Entrepreneurs and business owners. Consultants and analysts. Project managers and cross-functional team leaders. Investors and individuals involved in evaluating opportunities. Professionals working in environments characterized by uncertainty and change. Anyone seeking to make more thoughtful and mature decisions in their professional and personal life.
What will you walk away with?
By the end of the workshop, participants will not leave with a ready-made formula for every decision. Instead, they will gain a thinking framework that helps them understand situations, test assumptions, evaluate alternatives, and make decisions whose reasoning can be clearly explained and learned from.
Improved ability to define problems and formulate the right questions. Greater awareness of the biases that influence decision-making. Clearer distinction between facts, interpretations, and assumptions. Stronger ability to think in terms of probabilities and scenarios. Improved capability to evaluate gains, risks, and costs. More effective approaches to facilitating discussions and collective decision-making. Ability to review decisions without falling into outcome bias. Practical tools and question frameworks that can be applied before important decisions.
How is the workshop delivered?
The workshop is delivered through an interactive executive-learning format built around real-world situations and decisions. Participants engage with questions, alternatives, and trade-offs that challenge and refine their judgment, rather than simply memorizing rules and theories.
