DECIDE WELL

We can help you make the

Big Decisions Better Competently

We humans make thousands of decisions each day, most unconsciously, some with more thought. The reality is, humans often make bad decisions, especially when it comes to the things that really matter to us: the future, money, relationships. This bad decision making also plagues our groups and organizations – communities, businesses, nonprofits and government.

This bad decision making most often occurs because individuals and groups are affected, mostly without recognition, by hundreds of mental errors, biases, shortcuts, fallacies and traps. These faults can be categorized as:

Psychological

“processing problems,”

Perception

"Input problems."

Memory

"Storage and recall problems."

Logic

"Reasoning problems."

Physiological

"Limbic system problems."

Social

"Interpersonal problems."

Examples of the 100s of mental biases and traps that impede

Good Decision Making Outcomes

  • Observer-expectancy effect.
  • Persistence of commitment.
  • Naive realism.
  • Conjunction fallacy.
  • Buyer’s Stockholm Syndrome.
  • Immune neglect.
  • Change blindness.
  • The gambler’s fallacy.
  • Loss aversion.
  • False memory reconstruction.
  • Paradox of choice.
  • Ad hoc rescue.
  • False causality.
  • Confirmation bias.
  • Rosy retrospection.
  • Illusory correlation.
  • Sample bias.
  • Narrative fallacy.
  • Decision fatigue.
  • Liking.
  • Availability cascade.
  • Black Swan blindness.

Ready To Make Great Decisions?

Contact Us for Free Consultation

More
No one is exempt

from making

disastrous decisions!

Consider these examples:

BP
BP executives minimizing the huge risks that led to the catastrophic explosion of the Deepwater Horizon oil well in the Gulf of Mexico.
Gettysburg
The Confederate Army’s stunning loss at Gettysburg.
Uber
Founder/CEO Travis Kalanick’s outrageous actions at Uber.
Wells Fargo
The new accounts scandal at Wells Fargo.
PricewaterhouseCoopers
PricewaterhouseCoopers’ partner and accountant Brian Cullinan handing presenter Warren Beatty the wrong envelope at the 2017 Oscars ceremony.
Lehman Brothers
Lehman Brothers spectacular failure when CEO Richard Fuld believed that the investment bank was adequately capitalized.
NASA
NASA crashing a orbiter into Mars – when all the engineers thought they had it right.
Kodak
Kodak’s inability to save itself with digital photography – which it pioneered.
Bernie Madoff
Investors choosing to invest with Bernie Madoff, despite contrary evidence.
Concorde SST
The failure of the Concorde SST, in which the British and French invested £654 million and recovered only £278 million through sales.
FedEx
FedEx’s ill-fated Zapmail service.
Galileo
Galileo stubbornly believing that Saturn was three planets in close orbit.
F-35 Joint Strike Fighter
The breath-taking and unexpected costs of the F-35 Joint Strike Fighter program, now projected to be nearly $1.5 trillion over its lifetime.
Donald Trump
Donald Trump’s wrong belief about a 9-11 celebration that led to his Muslim ban.
Mount Everest
Climbers perishing on Mount Everest when guide Rob Hall was sure he could get them up and down safely.
Hillary Clinton
The refusal of the Hillary Clinton team to properly assess the possibility of her loss.
Panama Canal
The failed French Panama Canal project, which needlessly cost many lives.
General George Custer
General George Custer losing at Little Bighorn when he thought that was impossible.
Samsung
Samsung’s introduction of an exploding phone.
Yahoo
Yahoo turning down the opportunity to buy Google at a bargain price – twice!
KLM
KLM’s chief pilot crashing his 747 into another 747 taxiing up the runway at his plane.
Volkswagen executives
Volkswagen executives’ and engineers’ belief that manipulating emissions tests could enable VW to maintain leadership in diesel automobiles and profits.
Use
Use of

Decision tools

Help

When we help you make a big decision, we teach you how to use powerful decision tools…and why and how they work.

Extensive Research!

We know from extensive research that most leaders, executives, entrepreneurs and other decision makers know little or nothing about improving decision making by using methods and tools such as introducing desirable difficulties, learning from simulations, seeking alternative explanations, using averaging, recognizing anchoring, looking for the base rate, categorizing “experts,” ignoring sunk costs, considering opportunity costs,
and much more.

Tools for The Right Decisions!

When we help you make the big decisions, our goal is to teach you to employ these tools routinely when presented with situations where you and/or your organization need to make an
important decision.

lack
Organizations lack in using

decision-making best practices.

Examples from our survey of 305 leaders:

Consensus.

Organizations typically make strategic decisions without the leader obtaining consensus: In two-thirds of organizations the leader typically decides.

Evidence.

A significant share of organizations just take evidence at face value rather than seeking to validate it or otherwise explain it.

Risk.

60% of organizations neither identify emerging risks nor develop scenarios for potential strategy-disrupting events.

Facilitation.

An outside facilitator is rarely used to improve decision quality.

Group biases.

Few organizations take steps to avoid group biases in decision making.

Options.

Half skip proven techniques for generating and assessing strategy options.

Black Swans.

Just a third of organizations look at risk when making strategic decisions and fewer consider exposure to “Back Swans” – extreme events.

Course correction.

Just 60% of organizations monitor the results of their decisions and fewer are quick to change course when a decision is not working out.

Quality improvement.

Two-thirds of organizations do not use score cards, outside assessment, benchmarking and post-mortems to improve their decision making.
our
Better yet, we arm you with a

decision-making framework

that really works!

It’s one thing to have a tool kit. But then, how do you use the tools to create the great decision you want want to make? Our answer is the iDECIDE decision making framework.

iDECIDE is crafted to get you away from automatic, involuntary decision making by kicking in System 2, what Nobel Prize winner Daniel Kahneman describes as “the conscious, reasoning self that has beliefs, makes choices and decides what to think about and what to do.”

iDECIDE will help you:

  • Navigate the biases and traps to which you are susceptible.
  • Look for, weigh and interpret evidence.
  • Generate options.
  • Make the best choice.
  • Implement and learn from the results of your decision.

Ready To Make Great Decisions?

CONTACT US FOR A FREE CONSULTATION