Why
Choose this Training Course?
Leadership
is often characterized by the
capacity to be decisive and to make decisions
that generate a positive momentum within the organisation. Thus, by
definition,
leaders are “decision architects”, required to understand when to make quick
decisions and when to
be more reflective utilizing the “collective wisdom” that
exists around them. They must understand
how
and when to balance the responsive emotional reaction with the more
reasoned and calculated response. A leader’s
decision-making skills are only as
good as their ability to identify and evaluate problems. Both activities
must
be viewed against the macro context of continuous global change, political
instability and market
uncertainty and the personal micro context of the
anxiety, stress and potential hostility that frequently arises
when difficult
problems are confronted, and tough decisions made.
What
are the Goals?
By
the end of this training course,
participants will be able to:
1- Analyse
and reflect on personal leadership
qualities to initiate actions for improved
decision making and problem-solving practice
2- Understand
the psychology of “architectural”
decision making and select appropriate
strategies for ensuring credibility and organisational success
3- Evaluate,
select and apply responsive
decisions that balance emotion with logic and
reason with a taste of creativity
Demonstrate
self-belief and interpersonal
confidence to enhance their leadership status
4- Promote
a leadership culture that empowers
employees by appreciating the potential
collective wisdom, collaborative inquiry and the power of innovation
The
Course Content
Day
One: The Leader as the “Decision
Architect”. Psychological Insights
How
Perception influences our understanding of leadership
Changing
Paradigms of leadership thought
The
“Decision Architect”, agile, responsive and decisive
leadership
Personality,
leadership style and decision-making activity
Systematic
errors in decision making: thinking preferences and
their implications
Decision
making and problem solving: symbiotic twins: How
elastic is my brain?
Day
Two: Developing a Structured and Balanced
Response to Decision Making
A
systematic, mechanistic and structured approach to making
decisions
Team
exercise: collaboration, isolation and group thinking
Impacting
variables: Ethics, Values, Bias, Spiral dynamics and
Hubris
How
well do I make decisions? Analysis, reflection and
outcomes
IDEAL
Problem Solving: Stage 1 in the decision-making process
Collective
inquiry to ensure IDEAL outcomes: “making work
groups smarter”
Day
Three: Optimising Organisational
Performance through Collaborative Dialogues,
Strategic Tools and Committed Practice
Emotional
Intelligence, collaborative practice and decision
making
Understanding
Team Dynamics: Equipping Your Team to Make
Decisions
Diagnostic
tools for organisational improvement Case study:
Millennial Engagement
Daniel
Kahneman: Nobel prize winning thoughts on decision
making
Whole
brain thinking: divergent and convergent thinking
Applied
Practice: Assessing organisational concerns through a
“zig zag” approach
Day
Four: Building Creative Insights and
Innovative Capability in the Organisation
How
to make good decisions; peer coaching sessions
Appreciative
Inquiry: accentuating the positive to eliminate
the negative
Alternative
forms of representation: soft system methodology
for insightful change
Using
Nature and multiple intelligence's for creative
outcomes
Assessing
culture and organisational creativity; does it
create the desired future
How
creative am I? Adaptive and Innovative potential?
Day
Five: Architectural Leadership: Vision,
Inspiration and Momentum
Developing
the critical mindset of the “Decision Architect”
Predicting
the future: simple tools for organisational
sustainability
Decision
making in Leadership: a case study of Vision,
Inspiration, Momentum
My
VIM statements: strategic, organisational and personal
Beware
the unpredictable black swan!
Review
and action planning