Developing Strong Decision-Making Skills

Managing means making decisions. Time for an executive to delve deeply into the decision-making process. 3 days.



Managing means making decisions. The consequences of a decision increases exponentially with executive level. Decisions have created corporate dynasties and made them fall. Decisions create markets, but also miss the chance to do so. They found careers and prevent them as well. All the more reason for an executive to delve deeply into the decision-making process. This is the starting point of this 3-day intensive seminar on how to further develop your skills in making good decisions.


Taking part in this interactive seminar, you will learn:

  • to categorize your decision-making behavior, to question it and to expand your skill-set for making the right decision
  • to analyze your decision-making situation, clarify goals and how best to generate and assess alternative decisions
  • when you can follow your intuitive instincts, when common errors in reasoning can begin to creep in
  • how to further improve your decision-making behavior in critical situations


  • Executives who want to illuminate the decision-making process in order to improve even further their behavior in critical situations
  • Managers who, under the guidance of top lecturers, are seeking to optimize their decision-making behavior when they are uncertain of the outcome
  • People planned for higher positions who should prepare for making important decisions and who want to learn the mechanisms behind the decision-making process


An Integrated Approach to Decision-Making

  • Thinking systematically, intuitive thinking
  • Insights from game theory and approaches from psychology
  • Casual-relationship analyses
  • Tools, methods

Decision-Making Behavior

  • The different decision-maker types – what kind of types are there, how can I classify myself?
  • Why it helps to know what types of decision-makers my colleagues, customers and competitors are
  • Why a strict separation of logical thinking and intuition is usually misleading

Analyzing Decision-Making Situations

  • What is the context, what is it about?
  • What information is available, what are my alternatives when making a decision?
  • The relationship between cause and effect
  • How bias is a snare when making a decision

Generating Alternatives, assessing Alternatives

  • Finding and determining alternatives
  • Estimating their risks
  • Instruments for assessing decision-making alternatives
  • Mental decision-making models, playing-through decision alternatives in your mind
  • Choosing the right alternative
  • Avoiding mental mistakes

Getting a Decision accepted, presenting the facts about It

  • Correctly communicating decisions, making decisions understandable to others
  • How to deal with goal conflicts, get your decision accepted
  • How to motivate employees for a decision
Key details
For registration, please click the link below.

Register here