Structure records relating to decision-making under uncertainty so they satisfy legal and privacy obligations.
Building Decision-Making Skills Under Pressure and Uncertainty
Move decision-making under uncertainty from general awareness to a repeatable, reviewable practice.
📍 Istanbul🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Policy on decision-making under uncertainty is judged by how it is applied in the difficult cases, not the easy ones. Data on this aspect of people management and development is abundant; insight about it is not. Ambition around this part of people management and development outruns capacity unless the sequencing is deliberate. The programme converts decision-making under uncertainty from an area of general awareness into a set of repeatable practices. The content is relevant to those who own this aspect of people management and development and to those who are held accountable for its results. The professional literature on the practice within people management and development converges on a small set of controls that reliably work. Participants develop a defensible line of reasoning for the choices they make about decision-making under uncertainty. Each session closes with a decision the participant must justify about this part of people management and development in their own setting. The closing exercise tests whether the participant's plan for this strand of people management and development survives a hostile question.
Expected Learning Outcomes
Design the communication that makes decision-making under uncertainty understood rather than merely announced.
Document decisions about decision-making under uncertainty in a form that remains useful after the people change.
Structure records of decision-making under uncertainty so that they answer the questions an auditor will actually ask.
Review decision-making under uncertainty annually against what actually happened, not what was intended.
Handle exceptions to decision-making under uncertainty consistently and document the reasoning.
Estimate what decision-making under uncertainty costs to run properly, and what is lost when it is not.
Who Should Attend
Internal auditors reviewing how decision-making under uncertainty is designed and operated.
Individuals developing their own capability in decision-making under uncertainty.
Line managers who apply decision-making under uncertainty in practice.
Staff seconded into improvement work on decision-making under uncertainty.
Recruitment and resourcing staff affected by decision-making under uncertainty.
Senior leaders accountable for the culture decision-making under uncertainty produces.
Course Modules
Decision-making under uncertainty: exceptions, appeals and difficult cases
2 sessions · 8 pointsSession 1Costing decision-making under uncertainty honestly, including the cost of inaction
- Estimate the cost of decision-making under uncertainty and the cost of leaving it unchanged.
- Record what was learned when decision-making under uncertainty did not go as planned.
- Review decision-making under uncertainty for unintended equity effects across groups.
- Set escalation thresholds for decision-making under uncertainty that work out of hours.
Session 2What your existing data already says about decision-making under uncertainty
- Document the reasoning for every exception granted under decision-making under uncertainty.
- Ask employees what decision-making under uncertainty feels like from their side.
- Pilot changes to decision-making under uncertainty in one area before wider rollout.
- Agree the smallest change to decision-making under uncertainty that would be visibly useful.
Decision-making under uncertainty: cost, benefit and workforce planning
2 sessions · 8 pointsSession 1What has to be agreed before work on decision-making under uncertainty starts
- Identify the data the organisation already holds that bears on decision-making under uncertainty.
- Check that decision-making under uncertainty complies with current labour regulation in every location.
- Compare intended and actual outcomes of decision-making under uncertainty honestly.
- Review whether decision-making under uncertainty is aligned with the objectives of the workforce.
Session 2The exception to decision-making under uncertainty that sets the precedent
- Set out how exceptions to decision-making under uncertainty are requested and approved.
- Build the appeals route for decision-making under uncertainty and publish it.
- Name a single owner for each element of decision-making under uncertainty.
- Measure the effect of decision-making under uncertainty on retention and performance, not activity.
Decision-making under uncertainty: evidence, data and honest measurement
2 sessions · 8 pointsSession 1Getting other functions to support decision-making under uncertainty
- Build the competence framework that supports decision-making under uncertainty.
- Set the annual review point for decision-making under uncertainty and who attends.
- Define the trigger that would require decision-making under uncertainty to be redesigned.
- Plan succession for roles most exposed to decision-making under uncertainty.
Session 2Reading the current state of decision-making under uncertainty honestly
- Benchmark the organisation's decision-making under uncertainty against comparable operations.
- Confirm that those complying with decision-making under uncertainty understand why it exists.
- Build the internal briefing that explains decision-making under uncertainty to those affected.
- Test the policy on decision-making under uncertainty against three real cases from the past year.
Decision-making under uncertainty: review, learning and adjustment
2 sessions · 8 pointsSession 1Explaining decision-making under uncertainty so people believe it
- Estimate the resource decision-making under uncertainty requires to run as designed.
- Train line managers on decision-making under uncertainty rather than handling every case centrally.
- Script the difficult conversation decision-making under uncertainty requires and rehearse it.
- Define who decides on decision-making under uncertainty and who may only recommend.
Session 2Applying decision-making under uncertainty consistently to the person you like least
- Write down the assumptions underpinning the approach to decision-making under uncertainty.
- Prepare the response for the most likely failure in decision-making under uncertainty.
- Rank the weaknesses in decision-making under uncertainty by consequence rather than by ease of fixing.
- Establish the boundary of decision-making under uncertainty and record what sits outside it.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
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