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:
"Storage and recall problems."
"Limbic system 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.
- Availability cascade.
- Black Swan blindness.
Ready To Make Great Decisions?
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No one is exempt
Consider these examples:
F-35 Joint Strike Fighter
General George Custer
When we help you make a big decision, we teach you how to use powerful decision tools…and why and how they work.
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.
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.
Better yet, we arm you with a
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.