About Course
Leaders make high-stakes decisions with incomplete information. This program combines behavioral economics, data literacy, and scenariobased simulation to improve decision quality. Participants learn biases that derail judgment, frameworks for rigorous analysis, and practice decision-making in immersive simulations based on real business scenarios. Includes peer learning, personal coaching, and a capstone analyzing one real strategic decision they’re facing.
Who It’s For:
Senior managers, C-suite, strategy teams, business leaders making enterprise-level decisions Learning Objectives:
- Recognize decision bias: anchoring, groupthink, confirmation bias, sunk-cost fallacy
- Gather intelligence: design decision analysis, gather data, involve key stakeholders
- Make rigorous decisions: weigh options, define success criteria, manage downside risk
- Communicate decisions: build conviction, address concerns, drive commitment
- Learn from outcomes: post-decision review, adaptive course correction
Key Modules:
- Decision Science Primer (Behavioral economics, probability, expected value)
- Cognitive Biases & Heuristics (Anchoring, overconfidence, groupthink, availability bias)
- Decision-Making Frameworks (Decision trees, multi-criteria analysis, scenario planning)
- Stakeholder Involvement (Diverse perspectives, devil’s advocate, red team thinking)
- Simulation & Practice (Business scenarios: M&A, product launch, crisis response, market pivot)
- Communicating Decisions & Driving Adoption
Delivery Mode: 30% self-paced online (modules, articles, decision science fundamentals) + 70% virtual (3–4 half-day simulations + peer breakout groups + 1-on-1 coach feedback)
Typical Duration: 8 weeks (24 hours structured + 8 hours self-paced)
Assessment Method:
- Decision-making quiz (pre and post, measuring bias awareness)
- Simulation performance: decision quality, rationale, outcome vs. peers
- Peer feedback on decision communication
- Capstone: participant analyzes one real strategic decision (how decision was made, biases present, improved approach)
- 360-degree feedback (perceived strategic thinking improvement)
Prerequisites: Senior management or equivalent; enterprise-level decision-making responsibility Expected Outcomes/KPIs:
Decision-making capability: +35% (self-report, peer feedback)
Strategic decisions hit targets: 75%+ (vs. 50% historical)
Time-to-decision reduced: ±20% vs. ±40% baseline
Stakeholder confidence in decisions: +25%
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