| Decision-Making
Training
Participants learn to define the real decision to be made, to avoid common decision-making pitfalls, to turn decisions into action, tools for analyzing alternatives for each decision, ways decisions should not be made, and decision-making tools. Brainstorming - getting beyond tip of iceberg and what to do with ideas generated; dot voting, Consensus, SWOT analysis, Force Field Analysis, Focused Discussion - ORID method, Affinity Diagram, Nominal Group processes are among the decision-making tools included in the workshop. How people can ‘sabotage’ decision-making and developing ability to identify and utilize strengths of decision-making team members are included in multiple day training. This curriculum met the criteria for Certified Public Officials credit
Identify Issue vs Position
- Generate
and Explore Alternatives
-
Brainstorming and beyond
Facilitation processes
- Analysis Tools
-
SWOT
Force field analysis
Status quo
Creative solutions
- Identify
and Evaluate
-
Energy & resources available
Short & long-term decisions
Level of control over issues
Risks and trade-offs
Consequences of decision or no decision
Identify cost
- Turning
Decisions into Action
-
Insuring implementation
Acceptance
Timeliness
- MBTI
- Myers-Briggs Type Inventory
-
Discover how individuals approach data gathering and decision
making
Learn to recognize and utilize personal strengths/weaknesses
Understanding
Motivators
Importance
of Questions and Group Participation
- Influences
on Decision Making
-
Cultures & values
Biases
Organizational barriers
Force Field Analysis
This powerful decision-making tool is used by teams, managers, organizations and individuals to examine opposing forces surrounding complex problems, decisions or pending change. Using this tool you can learn which course of action will be the best one to implement, determine if a proposed change can get needed support, identify obstacles to successful outcomes, and suggest actions to reduce the strength of the obstacles.
Testimonials
"This training contained a lot of valuable/usable information
and tools" Supervisor
"The
small class size and personal attention to objectives by the instructor
brought the information to life." Building Inspector
"...I
now realize there are explainable reasons why I disagree and butt
heads with other supervisors. I will be able to use this information
for strategy to plan my decision seeking" Operations
Supervisor
"...with
this information I can be an informed participant in the decision-making
process rather than an observer." Commissioner
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