Has it ever occurred to you that the ONLY way any organisation (or individual) can pursue their purpose in life is by making (and then implementing) decisions? Or that the success of each decision will be a function of how the ‘decider’ makes their decision?
- How many organisations (and individuals) actually focus on (as in: ‘really, really think about and monitor’) the quality of their decision-making?
- Which leaders (starting with those responsible for governance) have access to, much less apply, an across-the-board decision-making diagnostic?
How can those responsible for sound governance and management meet their obligations if they are not testing and monitoring decision-making practices and actively addressing and improving any skill gaps or unevenness in practice?
This (jargon-free) session will help create greater awareness of the universal method by which (irrespective of their success or complexity) every decision-maker makes decisions. AND it will provide a very practical means of diagnosing the quality of current practice whether generally (i.e., across the organisation) or specifically in respect of an impending or past particular decision.
As importantly, drawing on a recent book written by the presenters (“Deciding -A guide to even better decision-making”) the session will provide practical advice as to how to address both strengths and weaknesses that are discovered through use of the diagnostics.
Seeking sufficient certainty is an age-old challenge with many approaches (including ‘good old common sense’ even though the sense is often neither good nor common!). Through most of my career this has been labelled risk management. However, despite the best efforts of many, this is still widely perceived as being concerned with failure rather than with success. It also harbours a dirty secret: like ‘risk’, it is a made-up expression and has no commonly accepted or applied meaning.