McLean & Company conducted a mix of primary and secondary research on training managers in the art of decision making. Primary interview candidates consisted of industry practitioners and McLean & Company clients.
Key Research Contributors Included:
- Brenda Kerton, Process Analyst, Management of Change Facilitator, Leadership Developer and Owner, Capability Insights Consulting
- Gareth Doherty, Strategic Planning Analyst with the Federal Government of Canada
- Anonymous Contributor
Despite a glut of research on all facets of decision making, decisions often fail. In fact, one of the main root causes of leadership failure is poor decision making.
- Most day-to-day decisions, often including operational decisions (e.g. what should we say to customers about our new product?) and tactical decisions (e.g. how should we market the new product line?) are not important enough to undertake a thorough rational analysis.
- However, in the case of strategic decisions (e.g. should we merge with another company?), as well as important operational and tactical decisions, a thorough rational analysis is called for. When coupled with an understanding of our inclinations toward irrationality – and tactics for avoiding those judgment traps and biases – it gives us the best opportunity to arrive at an optimal decision.
Impact and Result
- To become effective decision makers, leaders must be reminded of how to take a structured approach to decision making to drive stakeholder buy-in, reduce bias, manage groupthink and analysis paralysis, and drive overall decision consistency.
- Thorough training on decision making will enable managers to realize greater decision-making success – and this easily translates into significant business outcomes.
This guided implementation is a one call advisory process.
Call #1 - Train managers to establish a structured approach to decision making.
Apply the best available business information and evidence to guide critical-thinking decision-making processes, improving decisions made and adding value to the organization.
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- Title: Evidence-Based Execution
- Number of Course Modules: 4
- Estimated Completion Time: 1.5 hours
By the end of this course, learners will be able to:
- Explain evidence-based decision-making methods and their application in the human resource function.
- Identify sources of qualitative and quantitative evidence for decision making and process improvement.
- Describe appropriate analysis techniques to extract relevant insights from evidence.
- Apply analysis and establish key decision rules for evidence-based execution.
1 to 1.5 CPD hours per course.
McLean & Company is recognized by SHRM and can award Professional Development Credits (PDCs) for the SHRM-CP® or SHRM-SCP®.
The use of this seal confirms that this activity has met HR Certification Institute’s® (HRCI®) criteria for recertification credit pre-approval.
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Module 1: Train Managers in the Art of Decision Making
Train managers to establish a structured approach to decision making.
Key Benefits Achieved
Enable managers to make better decisions.
Review and customize the manager training deck and tools.
- Customized manager training presentation and materials.
Facilitate decision-making training.
- Facilitated training session.