- How to evaluate critical elements of a leader's decision-quality capability
- How to recognize factors that can sabotage decision-making by well-intentioned and capable leaders
- How leaders can hone their skills as true problem finders and develop an organization's talent for preempting threats before they can become disasters
- How organizations can use vigilant decision-making in high-risk scenarios to still perform reliably
- Elements of cognitive psychology, group dynamics, and organizational culture and structure that can sabotage decision-making by well-intentioned and capable leaders.
- Techniques and behaviors to engage an organization's "collective intellect" and draw upon its diversity of expertise, perspectives, and talents to more consistently determine the best course of action.
- Nature and influence of major decision quality obstacles, indecision, internal conflict, and time pressures.
- Real-life business cases of faulty decisions resulting in large-scale failures with devastating effects.
Designed ForCorporate Financial Managers