Challenge of Choice
AN ENGAGING WORKSHOP ON MAKING INSIGHTFUL AND CRITICAL DECISIONS
When it comes to making major decisions, most people (and organizations) are under the mistaken assumption that they won’t know if they’ve made a good decision until they know the outcome.
This line of thinking is completely backwards. In fact, if you couldn’t know, with 100% certainty, if you made a good decision before you know the outcome, then every major decision would boil down to nothing more than dumb luck.
For example, suppose your find that your personal finances are particularly tight this year so you decide to save yourself $2,500 and pass on renewing your house insurance because after all, you haven’t made a claim in 25 years so what are the chances? Sure enough, at the end of the year you were once again claim free, so you pat yourself on the back for making a good decision. Wrong! It was a horrible decision; you got lucky.
Now suppose you’re a farmer who plants all your crops exactly as you should. All season long you water, fertilize and otherwise tend to them as best you can. Then just a few days before a bumper harvest, a tornado comes along and wipes you out. Did you make a bad decision? Absolutely not! It was a great decision but sometimes life gets in the way.
Although that’s an oversimplified example, you get the point. If you know the basic principles of decision-making, you can be guaranteed to make a good decision (when it really matters) every time, and if you do so, you’ll almost always love the outcome.
The greatest obstacle we face in making “good” decisions is our certainty.
It’s not natural to mistrust our brain and yet making “good” decisions––in our modern world––requires that we overrule the very programming that has insured our survival as a species. The only way to overcome this false “certainty” is through a clear understanding of what really drives our decision-making process.
This workshop will take you on a fascinating journey into the inner workings of the human mind, where you will discover––through first-hand experience––how your decisions are really made, and why you can be most vulnerable to decisional error precisely when your confidence is at it highest.
Organizations tend to believe that innovation and decisions are often the responsibility of a few highly-positioned people, but a broad understanding of the challenges to making and executing sound decisions will dramatically increase the input and productivity of any organization’s most valuable asset … the people who make it go, because even if a “good” decision has been made it still must be executed and therein lies one of the keys to gaining a competitive advantage.
At the end of this workshop participants will be able to:
The quality of our decisions will perfectly mirror the quality of our lives.
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