Strategic Decision-Making Models
for Managers

Strategic decisions are among the most crucial and challenging choices we make. These decisions involve balancing multiple, conflicting objectives and perspectives, with long-term, unpredictable impacts and significant resource commitments.

In this Strategic Decision-Making Models for Managers training course, you will have the opportunity to navigate these complexities and master the art and science of strategic decision-making. You will learn proven techniques for making effective decisions amidst complexity, uncertainty, and conflicting goals.

By attending this Anderson training course, delegates will be able to:

• Grasp the reasons for making decisions using the process of structured analysis
• Identify when and how to involve others in the process making decisions or solving problem
• Apply the steps to use to achieve the highest probability of successful decisions and solutions
• Interpret and analyse data more successfully
• Appreciate the significance and value of various problem-solving approaches and styles
• Develop an operational framework for effectively facing a variety of problem situations

This Anderson training course is suitable to a wide range of professionals but will greatly benefit:

• Managers who are or will be in leadership positions
• Executives from across the organizations who are involved in important decisions
• Team leaders
• Anyone wishing to develop their decision readiness and confidence

• Define decision making
• Rational v emotional decision making
• Individual v Collective
• The science behind decisions
• Avoiding decision making
• Psychological biases

• Process of decision making
• Kepner Tregoe
• Decision trees
• Other tools
• Intuition: thinking fast and slow
• Neuroscience – the brain is not 2 halves

• Types of problems
• Problem solving process
• Question bursts
• Solving complex problems
• Who makes decisions?
• Getting consensus

• Strategic decision making
• Understanding the environment
• Variables in strategy development
• Option development/option selection
• Delivering multiple goals, agendas, objectives
• Building a strategic planning framework

• The paradox: compliance v creativity
• Agile decision making
• What if mistakes occur?
• Strategic drift
• Decisions at an inflection point
• Review and action planning

Anderson Certificate of Completion will be provided to delegates who attend and complete the course