Have you ever been faced with a difficult decision that kept you trapped in inaction? After all the analysis, all the pondering, all the discussions, did you still find yourself at the crossroads? What makes for this indecision and how do we overcome that?

Many executives — those who are just stepping up as well as those who have been in the game for a while — face these challenges frequently and wonder if there is indeed a way to make the right decision every time.

The good news is that there is a way to make the right decision every time. And this is the basis for the Sloan-MIT research conducted by Luda Kopeikina in 2005 and published by Prentiss-Hall under the same title. What this research uncovered was that people need a way of handling both emotion and reason, of separating fact from assumptions, and of clarifying the different perspectives impacting on the situation. This resulted in the Clarity-State Decision Making™ Programme, which has helped countless CEOs and senior managers in all organisations, get greater clarity and zero-in on the right decision every time.

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Using a real case that participants will bring to the workshop, this 2-day programme will uncover the 7 secrets that will impact on a person’s decision, and learn how to use them to maximum effect so that they will be able to make the right decision every time.

1. Clarify your decision inputs on a single-page Decision Map
2. Inject reality through constraints and assumptions
3. Develop better options with creativity and innovation
4. Get the Power of Insight™ with the Clarity State
5. Embrace emotions for greater balance
6. Use debate and challenge for new perspectives
7. Manage risk with sensitivity testing
   

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At the end of the programme, participants will become a more confident decision maker, able to come up with more useful and robust solutions to difficult decisions. They will come away at least with the following:

• Understand why it is that people are predisposed to making the wrong decisions;
• Learn to craft a decision objective that meets the needs of the decision maker and his organization fully;
• Recognise that there are many constraints that impact a decision and to identify all of them;
• Uncover any hidden assumptions that may sabotage the decision even before it has begun;
• Learn novel techniques to develop more and better options, thereby opening up to new and innovative directions;
• Heed your intuition by looking at the emotions that may be holding you back or pushing you forward;
• Apply creative tension in stretching and relaxing your assumptions and constraints, thereby giving you a whole new perspective on your decision and the desired outcome;
• Learn to work with ambiguity and uncertainty by balancing fear and optimism, leading to a more robust solution;
• Converging at the right decision both by reason and intuitively
• Become more confident in justifying and defending your decision as well as to implement it to success An understanding of our brain and its decision-making functions

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Many individuals and groups in Singapore have used CSDM successfully. Here are some examples:

• The CEO of a public company increases his prices successfully
• The manager of a foreign liaison office finally sees the way out of a 9-month old problem
• The associate director of a computer centre gains confidence is his decision to streamline his organisation
• The administrate executive of a testing centre finds the best way to organise examinations without disruption
• The business owner invests in new technology at the height of the economic crisis
• A 27-year old manager decides on the “marriage question”
• The assistant manager goes to a foreign country to do his PhD despite limiting constraints
• The country manager decides to stay in Singapore and not take the overseas job offer
• The 40-something couple that develops a successful financial investment strategy
• An unwed mother decides to keep her baby

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This is a mid-level programme specially designed for the following people:

• assistant directors, managers and assistant managers;
• team leads and supervisors who have direct reports whom they manage;
• individual contributors who have to make strategic decisions for themselves or their organization;
• those who would have to propose decisions for senior management’s endorsement.

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Our trainer leading this workshop will be:

Mr. Ian Dyason

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^†Prices are subject to 7% GST.

This is a Claritage Consulting course. To find out more about the Clarity State Decision-Making™ methodology, please visit www.ClaritageConsulting.com.

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