CRITICAL THINKING SKILLS TO IMPROVE YOUR DECISION-MAKING
with Dr. Michael Roberto
January 26, 2021
10 AM - 1 PM Central Time
$395 (US) per person
VIRTUAL SESSION (3-HOUR)

REGISTER »    PDF
Book by Dr. Michael Roberto
Book by Dr. Michael Roberto

CRITICAL THINKING SKILLS TO IMPROVE YOUR DECISION-MAKING

 

Leaders hear 'yes' far too often. They don't hear bad news until it's too late. It's an enormous problem for leaders, for teams, for the entire organization. But is it inevitable? Absolutely not. This program shows you how to stimulate dissent and debate to improve your decision-making. Of course, conflict alone does not produce better decisions and improved results. Leaders need to cultivate debate and simultaneously build consensus. 

Through fascinating examples from history, including the Bay of Pigs, Cuban Missile Crisis, and the tragedy on Mount Everest, this program will explore the five myths of decision making; how to foster open debate that actually builds long-term consensus; how to achieve "diversity in counsel, unity in command"; how to move to closure and overcoming the inability to decide; avoiding "analysis paralysis" and other pitfalls. Whether you're a leader or a project team member, this program will help you leverage your team's immense untapped wisdom to make better decisions-and get better results.

quote start
Solving problems is one thing but finding them early enough to do something about it is quite another. Dr. Roberto provides hands-on tools and techniques to avoid falling into decision-making traps by getting a step ahead.
quote end

DR. MICHAEL ROBERTO

 

Dr. Michael Roberto is the Trustee Professor of Management at Bryant University in Smithfield, RI. He joined the tenured faculty at Bryant after serving for six years on the faculty at Harvard Business School. He has also been a Visiting Associate Professor of Management at New York University's Stern School of Business.

His research focuses on decision-making, teamwork, and leadership. He has published three books, the latest of which is titled Unlocking Creativity (Wiley, 2019), Why Great Leaders Don't Take Yes For An Answer (2nd edition published in 2013), and Know What You Don't Know (published in 2009). He also has developed three Great Courses lecture series, the best-selling Everest Leadership and Team Simulation, and the award-winning Columbia's Final Mission multi-media case study about the 2003 space shuttle accident.

Dr. Roberto has taught in leadership development programs and consulted at several firms, including Mars, Deloitte, Google, Target, Apple, FedEx, Disney, Morgan Stanley, IBM, Wal-Mart, Amica, and Textron. He's also presented at numerous government organizations, including the FBI, NASA, Joint Special Operations Command, the Air War College, and West Point.

He received an A.B. with honors from Harvard College in 1991. He earned an M.B.A. from Harvard Business School in 1995, graduating as a George F. Baker Scholar. He also received his doctorate from Harvard Business School in 2000.


WHAT YOU WILL LEARN

 
  • How to stimulate dissent and debate to improve decision-making
  • Ways to build a climate of candor and trust
  • Techniques for managing conflict constructively
  • How to avoid analysis paralysis and other decision-making pitfalls


TOPICS COVERED

 

Building and Leading a Team

Case Study: The 1996 Mount Everest Tragedy

  • Critical lessons regarding leadership style, common decision-making errors, team design, and the importance of developing a climate where people feel comfortable expressing dissenting views

Designing an Effective Decision-Making Process

Case Study: Bay of Pigs and Cuban Missile Crisis

  • Through the study of these two classic decisions by President Kennedy, we compare and contrast how these two teams managed conflict more vs. less effectively. It also provides an interesting contrast in the leadership approach that Kennedy took in the failed decision vs. the later successful one.Specifically, he learned a great deal from the failure, and adapted his leadership style and his decision-making process in several critical ways in the latter case.

Fostering Innovative Decision-Making Case Study: IDEO

  • IDEO is one of the world's leading product design firms. How has this firm consistently designed innovative, market leading products for companies in a wide variety of industries? What are the critical components of their highly creative, yet disciplined process for innovation and new product development? This case study allows us to examine how leaders at IDEO foster creativity and innovation, and build and lead high-performing teams. It also helps us understand the ways in which the leaders at IDEO have created a culture that encourages and stimulates innovation, which enables IDEO to sustain competitive advantage over time in a dynamic industry.

Program Level: Beginner/Intermediate
Delivery Method: Group Internet Based (Zoom platform)
Prerequisites: None
Advanced Preparation: None
Participants will earn 3 CPE credits or 3 PDC credits
Field of Study: Personal Development
 
PLEASE NOTE: All virtual programs are held using the Zoom web application. If you do not have Zoom, or if it is not approved for use in your organization, you can log in using your personal device (tablet or phone). If you would like to test Zoom to be sure it is working on your computer or portable device, you can do so by going to: https://zoom.us/test.
If your organization needs information for whitelisting Zoom you can find it by clicking here.
For more information regarding refund, complaint and program cancellation policies click here, or contact our corporate office at 775.322.8222. You may also view our NASBA Statement here.