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Strategic Decision Making: Negotiation Decisions |
1.17 |
In this course you will learn to: improve negotiation strategies and identify the actions that can improve decision outcomes, and identify the decision making pitfalls negotiators encounter. |
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Strategic Decision Making: Group Decisions (Instructor Guide) |
1.34 |
Group decisions can benefit not only the group, but also the entire organization. The techniques used to make group decisions are similar to those that individuals use to make decisions. Group decisions incorporate the thoughts and opinions of several individuals who share multiple viewpoints and decision frames.
In this course you will learn to: determine a decision’s success and arrive at a group decision by using affinity diagrams, and identify the techniques for encouraging constructive conflict and the actions for overcoming groupthink.
This Instructor's Edition of this course includes notes and suggestions to assist you in presenting the material, whether in an in-person classroom setting or as an instructor-led online or distance-learning course. It also provides you with the answers to questions found in mid-lesson activities, as well as in the quiz that concludes the course. |
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Strategic Decision Making: Group Decisions |
1.34 |
Group decisions can benefit not only the group, but also the entire organization. The techniques used to make group decisions are similar to those that individuals use to make decisions. Group decisions incorporate the thoughts and opinions of several individuals who share multiple viewpoints and decision frames.
In this course you will learn to: determine a decision’s success and arrive at a group decision by using affinity diagrams, and identify the techniques for encouraging constructive conflict and the actions for overcoming groupthink. |
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Strategic Decision Making: Decision Results (Instructor Guide) |
0.84 |
After implementing a decision, you should review the process you followed to reach it, regardless of the outcome. There are guidelines that you can use to review and learn from your decisions. You also need to be aware of the various pitfalls to avoid when learning from your decisions.
You can improve your decision making skills by examining a variety of other sources, such as the experience of people in your company and the decisions of other companies. You should not overlook these opportunities, because they will improve your decision-making skills, and help you to avoid similar mistakes in the future.
In this course you will learn to: identify the guidelines to follow and pitfalls to avoid when reviewing your decisions, and identify actions you can take to learn from the experience of others.
This Instructor's Edition of this course includes notes and suggestions to assist you in presenting the material, whether in an in-person classroom setting or as an instructor-led online or distance-learning course. It also provides you with the answers to questions found in mid-lesson activities, as well as in the quiz that concludes the course. |
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Strategic Decision Making: Decision Results |
0.84 |
After implementing a decision, you should review the process you followed to reach it, regardless of the outcome. There are guidelines that you can use to review and learn from your decisions. You also need to be aware of the various pitfalls to avoid when learning from your decisions.
You can improve your decision making skills by examining a variety of other sources, such as the experience of people in your company and the decisions of other companies. You should not overlook these opportunities, because they will improve your decision-making skills, and help you to avoid similar mistakes in the future.
In this course you will learn to: identify the guidelines to follow and pitfalls to avoid when reviewing your decisions, and identify actions you can take to learn from the experience of others. |
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Strategic Decision Making: Decision Options (Instructor Guide) |
1.17 |
Before you begin generating options for a business decision, you should take time to understand the decision you’re going to make. You can increase and improve your options by using available techniques and by avoiding pitfalls. When planning to make a decision, you might generate other options, and compare them without considering which approach you should use to make the decision. By failing to consider your approach, you might select one of the options without considering all the necessary information. This lack of information can prevent you from recognizing and considering some of the best options.
In this course you will learn to: identify the techniques for generating options and improving the quality of your options, and evaluate your options and identify the techniques for making a final decision.
This Instructor's Edition of this course includes notes and suggestions to assist you in presenting the material, whether in an in-person classroom setting or as an instructor-led online or distance-learning course. It also provides you with the answers to questions found in mid-lesson activities, as well as in the quiz that concludes the course. |
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Strategic Decision Making: Decision Options |
1.17 |
Before you begin generating options for a business decision, you should take time to understand the decision you’re going to make. You can increase and improve your options by using available techniques and by avoiding pitfalls. When planning to make a decision, you might generate other options, and compare them without considering which approach you should use to make the decision. By failing to consider your approach, you might select one of the options without considering all the necessary information. This lack of information can prevent you from recognizing and considering some of the best options.
In this course you will learn to: identify the techniques for generating options and improving the quality of your options, and evaluate your options and identify the techniques for making a final decision. |
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Strategic Decision Making: Complex Decisions (Instructor Guide) |
1.34 |
Complex decisions are influenced by many factors. Such decisions are difficult to make, because you might not know how various options will turn out when implemented. Although many forces have an effect on your decision, only some of them are likely to have a real impact. The secret of success is to isolate the essential variables that affect the outcome of the decision. You can build scenarios to test different sets of assumptions, and determine the assumptions that are controlling factors versus the ones that are nonessential.
Planning a decision scenario improves your options. It helps you test a variety of assumptions to gauge their impact and to determine which one is the best. When planning decision scenarios, you should identify the certainties, uncertainties, and trends that might affect your decision. Use this information to build multiple decision scenarios that can indicate the possible consequences of the decisions you make today.
In this course you will learn to: create scenarios by using the extremes method and the driving forces method, and manage linked decisions and follow the guidelines for making linked decisions.
This Instructor's Edition of this course includes notes and suggestions to assist you in presenting the material, whether in an in-person classroom setting or as an instructor-led online or distance-learning course. It also provides you with the answers to questions found in mid-lesson activities, as well as in the quiz that concludes the course. |
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Strategic Decision Making: Complex Decisions |
1.34 |
Complex decisions are influenced by many factors. Such decisions are difficult to make, because you might not know how various options will turn out when implemented. Although many forces have an effect on your decision, only some of them are likely to have a real impact. The secret of success is to isolate the essential variables that affect the outcome of the decision. You can build scenarios to test different sets of assumptions, and determine the assumptions that are controlling factors versus the ones that are nonessential.
Planning a decision scenario improves your options. It helps you test a variety of assumptions to gauge their impact and to determine which one is the best. When planning decision scenarios, you should identify the certainties, uncertainties, and trends that might affect your decision. Use this information to build multiple decision scenarios that can indicate the possible consequences of the decisions you make today.
In this course you will learn to: create scenarios by using the extremes method and the driving forces method, and manage linked decisions and follow the guidelines for making linked decisions. |
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Stop Bullying |
1.00 |
In this course you will learn the role kids play in bullying, who is at risk, warning signs and effects of bullying, and the targeted groups of bullying - race, religion, LGBTQ, and youth with disabilities. |
