Organizations do not make decisions; people, collectively or individually, do. So how do we make decisions?  Better yet: how do we make sound decisions that are beneficial not only for our communities and stakeholders, but also for our coworkers?  

In this workshop learners will: (1) develop an understanding of meaningful and effective decision-making; (2) identify their decision-making style; (3) identify and develop a decision profile; (4) understand the fundamentals of decision matrices; and (5) learn how to hold two diametrically opposing ideas in their minds to make better decisions.

Develop an understanding for: (1) a leader’s framework for decision-making, and (2) contexts within which decisions are made (simple, complicated, complex, and chaotic);

Given that we have different decision-making styles, learners will be able to accurately identify their decision-making style:  Decisive, Flexible, Hierarchic, or Integrative;

Identify and develop a decision profile: (1) how well are the variables that determine success understood; (2) how well is the range of possible outcomes predicted; and (3) how centralized is the relevant information;

Given that professional responsibilities sometimes conflict with personal values, the learner will leave with tools to choose between right and right (choosing between two ideals), and balancing idealism with the messy reality of a job.

Organizations do not make decisions; people, collectively or individually, do. So how do we make decisions?  Better yet: how do we make sound decisions that are beneficial not only for our communities and stakeholders, but also for our coworkers?  

In this workshop learners will: (1) develop an understanding of meaningful and effective decision-making; (2) identify their decision-making style; (3) identify and develop a decision profile; (4) understand the fundamentals of decision matrices; and (5) learn how to hold two diametrically opposing ideas in their minds to make better decisions.
Learning objectives:
Develop an understanding for: (1) a leader’s framework for decision-making, and (2) contexts within which decisions are made (simple, complicated, complex, and chaotic);
Given that we have different decision-making styles, learners will be able to accurately identify their decision-making style:  Decisive, Flexible, Hierarchic, or Integrative;
Identify and develop a decision profile: (1) how well are the variables that determine success understood; (2) how well is the range of possible outcomes predicted; and (3) how centralized is the relevant information;
Build and execute a decision matrix;
Given that professional responsibilities sometimes conflict with personal values, the learner will leave with tools to choose between right and right (choosing between two ideals), and balancing idealism with the messy reality of a job.

How to Make Better Decisions at Work and in Life

Decision-Making Skills

Amanda Fernandez, MI, MBA, Founder & CEO, Inclusifyy
Amanda founded Inclusifyy to invest her skills, knowledge, and privilege into countering inequitable workplace practices. She describes herself as single-minded about DEI and strives to set clients up for success by guiding change-makers in creating corporate cultures where all employees have the support and tools they need to thrive.
Amanda has extensive experience in people-management, leading large-scale organizational change, project management, and overall business awesomeness.
Amanda believes in creating meaningful personal connections through empathetic listening, powerful story-telling, and salty language. On a fun note, Amanda describes herself as a fan of quality whiskey and bourbon, and her voice goes up two octaves when she sees any non-human animal.

Decision-Making Skills

How to Make Better Decisions at Work and in Life

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