Organizations live and die on the decisions of their leaders. Every day, executives are called upon to make innumerable decisions – some mundane, some momentous. Some of these decisions will determine the very survival of their businesses or their own careers. This program will help participants make decisions that produce better outcomes for them and their organizations.
Learn about how your intuition guides you and the mind traps that can impair effective decision making. These traps can keep you from accepting vital data that contradicts what you think you already know. You'll leave with the tools to identify accurate, reliable information to make sound decisions that will position your business for success.
This program is a hands-on workout for your brain. You’ll use real-life examples, business case studies, and data from your own company to build your analysis skills and give you and your company a unique competitive edge. Program topics include:
- Biases in judgment and decision making
- Common problems with how people collect, analyze, and interpret data
- Cognitive short-cuts that inhibit decision making
- Short-term thinking that imperils your long-term interests
- Distinguish between trivial and vital data
- Using pre-mortems to anticipate and prevent future disasters
- Synthesize and apply informative data to business decisions
- Understand the relationship between sustainability and strategy
Join the best decision scholars and teachers at the Haas School of Business. Faculty includes neuroscientists, behavioral economists, psychologists, and scholars of management. In addition to Faculty Director Don Moore, Robert Strand, Ned Augenblick and Juliana Schroeder will be bringing their expertise in sustainability, economic behavior and managerial & organizational behavior to the program.
Robert Strand studies corporate social responsibility and heads the Haas Center for Responsible Business. His teaching explores the philosophical and ethical issues inherent in good decision making. Good decisions consider not only the consequences for the decision maker but also the broader consequences to others, the community, the environment, and the world. Strand explores the role of sustainability in the exercise of leadership and corporate strategy.
Ned Augenblick is trained as a behavioral economist. He teaches the fundamental principles of economic behavior and how we ought to make decisions if we were perfectly rational. He provides key insights into comparing different alternatives that vary in qualitatively different ways and how to assess risky and uncertain alternatives. These lessons guide the way toward making more effective decisions - decisions that will help you get more of whatever it is you value.
Juliana Schroeder is trained as a psychologist who focuses on managerial and organizational behavior. Her lessons on group decision making offer guidance for making the most effective use of teams and groups. She identifies some of the group biases and coordination losses that plague collaboration in groups and shows the way to addressing these problems increasing the rationality and success of decisions made in teams. Teams can be wiser and more productive than individuals, but that depends on structuring their work and their interaction in the right way.
