Decision-making in Uncertainty
Got a great team but still making too many bad calls?
Build decision-making capability and discipline in your executive team.
We keep going in circles around the same issues
We're solving the wrong problems.
We find out too late that we missed something critical.
It's one crisis after another.
If those sound familiar, it's time to upgrade your decision-making.
What got you here, won't get you there.
Critical issues always come to the surface - sooner or later. The later they're found, the more they cost.
Aligning teams, being decisive, and solving problems are a key reason why people are promoted into senior leadership positions.
That's fine for technical challenges, but at the executive level, problems are far more complex and uncertain. Today, that complexity and uncertainty is compounded by the sheer scale of interconnectivity, rate of change, and volatility in the world.
In these conditions, pushing for alignment, jumping to solutions and rushing to action are exactly what causes leadership teams to miss the critical issues that end up costing the business money, time, morale, and reputation.
Building the decision-making discipline to think things through, map out the flow-on effects, and find the critical issues will cost you a bit more time today, but it will save you from a lot more pain tomorrow.
What's your situation?
Not sure? No problem. Fill out the form at the bottom of the page, and we'll work it out on the call.
Leadership workshop
Format 3 half-day sessions over 1-2 months, in-house facilitation
Who Executive team + key advisers
What Learn the fundamentals so you can apply them yourself. Built around the decision you're facing.
Output Systemic Risk maps. Agree on critical issues. Strategy options.
DSI
Solve your real challenges, the first time with Decision Support Inquiry
Understand the context
Agree why this decision matters from the point of view of the person accountable.
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Purpose and task
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Context and constraints.
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Test assumptions.
Identify critical issues
Identify the key things that, if left unmanaged, would endanger the purpose.
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Stress test each critical issue
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See them through every key perspective
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Resist premature solutioneering
Optimise
strategies
Design whole strategies that resolve multiple critical issues at once
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Create options per issue with risks and flow-on effects.
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Combine actions where they serve several issues.
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Identify gaps, open questions, and residual risks the decision owner needs to know about.
Got a decision you can't afford to get wrong?
No pitch. Just a conversation about what you're facing.