Decision making is an essential part of your life. Not only do decisions affect your own life for good or ill, they can also affect the lives of your friends, family, and community. A successful and fulfilled life is dependent on the ability to make wise, educated decisions.

• When is the right time for your company to change its business model?
• Is moving across the country for a new job the best option for you and your family?
• At what point do you roll out a new product or service currently being tested?
• Should you sell your house now, or wait until the housing market improves?

It is not a chance act to make a good decision and avoid a horrible one. It is a skill that can be learned and improved upon. You can improve your life at home, at work, or in your community by mastering the art of critical decision making. You can sidestep potential mistakes in the future if you understand the components of a smart decision. You can make better decisions if you know the underlying psychological, social, and emotional components of decision making.

You can learn to approach critical decisions with a more educated eye. Critical decision making is art. The course explores how individuals, groups, and organizations make effective decisions and offers you tips and techniques to enhance the effectiveness of your own decision making. The course is an engaging and practical guide to one of the most fundamental activities in your life.

Three Levels of Decision Making

There is a thorough examination of decision making at three levels in this course.

The individual level. Studying how individuals make decisions reveals a lot of insights. Most people draw on their experience and rules of thumb when choosing an alternative. Most of us are susceptible to what psychologists call cognitive biases, which are decision traps that can cause us to make certain systematic mistakes when making choices. You learn that intuition is more than just a gut instinct and that it is a powerful pattern recognition capability.

The group level. It is important to understand decision making at the group or team level because you don’t always make your own decisions. You try to answer the question of whether groups are smarter than individuals. Groupthink, a tendency for groups to be pressured into conforming to a particular view, and a lack of synergy between team members are some of the problems shown in the lectures. These and other problems can be overcome by groups.

There is an organizational level. The structure, systems, and culture of an organization affects the behavior of individual teams and members. Professor Roberto shows you how history’s wrong decisions can’t be attributed to one wrong decision or poor leader. Some organizations have encouraged and reliably performed vigilant decision making in the face of risky scenarios.

The Key to Effective Decision Making

Critical decision making is art. Bad decisions are usually made because of a poor decision-making process. If decision makers put more emphasis on how to make a decision, ensure that they remove personal biases, collect information before making a decision, and perform a number of other constructive activities, they can vastly improve the strength and success of the process.

The case method used by America’s most prestigious business schools is employed by Professor Roberto. The case method is designed to expose students to a wide range of real-world examples and scenarios. You refine your ability to distinguish between good and bad decisions.

There are many compelling case studies you engage in throughout the course.

• IDEO’s appropriate use of expertise: You study the decision-making practices of this California-based design consultancy. One of the key lessons you learn is that IDEO uses experts and their knowledge in an appropriate manner—recognizing that sometimes expertise as defined by past successes is not always ideal in a quickly changing environment.
• Improving patient care in hospitals: Professor Roberto’s independent study of hospital staff demonstrated how experienced nurses can positively influence patient care through intuition. By relying on an understanding of warning signs and using the Socratic method of asking questions, veteran nurses were able to prevent patients from experiencing life-threatening problems and reduced the rates for heart attacks and mortality.
• General Motors’ financial woes: In 1972, General Motors was the nation’s most profitable company, but in late 2008 the carmaker’s profitability sank drastically. According to Professor Roberto, the management team’s assumptions during the 1970s—including the persistence of energy sources and the internal promotion of managers—were proved false in the near and long term and only perpetuated outdated ways of thinking in the company.

The process of decision making at work can be seen through compelling historical and contemporary examples. Professor Roberto helps you understand how successful and unsuccessful decisions are relevant to your own life by taking key principles that great scholars and leaders have studied from history, business, and the modern world.

Learn to Make Smarter Decisions

Whether you are the head of a Fortune 500 company, a government agency, or an everyday household, you always make decisions that are important to you. Critical decision making is art. You can apply the knowledge and skills you have learned in your everyday life and work.

Professor Roberto’s lectures are packed with useful anecdotes, tools, and advice designed to improve your own ability to make informed decisions. You gain many insights from these lectures.

• a large part of making a good decision is not just solving a problem but accurately defining it;
• framing a decision in terms of what may be lost usually causes us to take greater risks than if a problem is framed in terms of potential gains; and
• hidden problems, not visible ones, are the true enemies of effective critical decision making.

Become a Better Critical Thinker

It takes a professor like Professor Roberto to expose how easy it is to understand the science of decision making. Professor Roberto has a passion for his field that is infectious.

You discover that this former professor at Harvard Business School and former visiting associate professor at New York University has won numerous coveted teaching awards. Bryant University has an Outstanding M.B.A. Teaching Award and Harvard University has an Allyn A. Young Prize for Teaching Economics.

A number of America’s most prestigious firms, including Apple, Morgan Stanley, Coca-Cola, and Walmart, have had Professor Roberto teach in their leadership development programs. This breadth of real-world experience shines through in each one of these 24 captivating lectures, as concepts and theories that might seem complex and confusing are instead made practical and accessible to everyone.

You strengthen your grip on individual theories of decision making as you explore the intriguing process of making a good decision.

It’s most important by the end. Critical decision making is art. You will become a better thinker. You will have a better ability to learn from your mistakes, approach and weigh individual choices more effectively, and make smarter decisions.

The title of the course lecture.

1. Making high-stakes decisions. 2. There are cognitive biases. 3. Decision-making traps can be avoided. 4. What is the meaning of framing, risk or opportunity? 5. Intuition recognizes patterns. 6. Reasoning byAnalogy 7. It is possible to make sense of ambiguous situations. There are 8. What is the wisdom of crowds? There are 9. Groupthink, thinking or forming? 10. How to make a decision. 11. Stimulating debate and conflict. There is 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 888-349-8884 Conflict can be kept Constructive. 13 Brainstorming and creativity. There are 14. The ability to make a decision is curious. 15. Procedural justice. 16. It is possible to achieve closure through small wins. 17 There is a normal accident theory. 18. Normalizing behavior. 19 Allison has a model. 20. Practical drift. 21. There areuous threats and the recovery window. 22. The Dots are connected. It was 23. Seeking out problems. 24. Asking the right questions.