Problem Solving & Decision Making

Description

Most leadership decisions don’t come with clean information or an obvious answer, and the two ways good judgment usually breaks down are opposite extremes: overconfidence that makes a weak decision feel solid, and analysis paralysis that makes a workable one feel permanently out of reach. This mini-course gives leaders a practical structure for genuinely ambiguous decisions, the specific bias traps behind both failure modes, and a way to calibrate how much process a decision actually deserves based on its real stakes. Six modules, ending with the habit that makes judgment improve over time rather than stay static: an honest review of every significant call, regardless of how it turned out.