"Building" Decisions

• Train professionals capable of making efficient and effective decisions.
• Make professionals capable of leading building decision-making processes.
• Teach proactive professionals who promote a culture of continuous improvement and innovation.

• CEO and C-level.
• Directors.
• Division directors, heads of department,
• Organization managers, 
• Operations managers. 
• Consultants. Information systems managers and executives.

• Workshops with active student participation. The speaker presents a concept and opens a debate with the students, encouraging collective reflection. 
• It facilitates an exhaustive bibliography. 
• It promotes participation in the blog Workshops with active student participation.

1. Differences between “take” and “make”. 

• What does neurolinguistics teach us?
• The importance of the correct use of the language. 
• What do we tell ourselves?

2. Factors that negatively affect to the process of building a decision.

• Ideology.
• Culture. 
• Emotions. 
• Group Dynamics.
• Servility.
• Perfectionism.
• The catastrophic temptation.

3. Methodology of a decision “building”. 

• Detection and acceptance of a problem.
• Analysis of the current situation. Advantages and disadvantages.
• Analysis of alternatives. The doing nothing option. 
• Pilot testing.
• Deployment.
• Monitoring results.
• Tuning. Fine tuning.
• The servo system. Feedback. 

4. The window of opportunity.

• Precipitation.
• Procrastination.

5. The strategy department.

• The important and the non-urgent.
• Not ignoring the reality.
• Demography.
• Social changes. 
• Technological changes. 
• Multidisciplinary vision.
• Continuous improvement. 

6. Basic concepts of leadership.

• Potests VS Authoritas. 
• Empathy. 
• Disciplined collaboration. 
• Motivation and habits.
• Asking.
• Communication skills.
• In contact with the ground.
• External support.

Two 3-hour sessions