Align the incentives of different functions so collective decision-making and groupthink is not quietly sabotaged.
Managing Collective Decisions and Avoiding Flawed Groupthink
Learn to design, measure and defend your organisation's approach to collective decision-making and groupthink.
📍 Cairo🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
When collective decision-making and groupthink is unclear, people default to protecting their own function. Authority is granted by the organisation; credibility in decision-making and groupthink is earned separately. Applied research in organisational leadership consistently shows that early structure around the organisational leadership discipline reduces downstream rework. The method assumes participants will be challenged on their handling of collective decision-making and groupthink and prepares them for it. They acquire practical criteria for judging when the organisational leadership capability is working and when it is only appearing to. Ambition around decision-making and groupthink outruns capacity unless the sequencing is deliberate. The content is relevant to those who own collective decision-making and groupthink and to those who are held accountable for its results. It treats decision-making and groupthink as an operating discipline and equips participants to run it as one. Participants leave with a plan for the practice within organisational leadership sized to what their organisation can realistically absorb.
Expected Learning Outcomes
Delegate responsibility for decision-making and groupthink without losing sight of the outcome.
Select indicators that show whether collective decision-making and groupthink is improving, and reject those that only look useful.
Resolve conflict about decision-making and groupthink without leaving residue.
Set direction on collective decision-making and groupthink that people can act on without further interpretation.
Test the organisation's response to decision-making and groupthink under conditions that are less than ideal.
Assign clear ownership for each element of collective decision-making and groupthink across the functions involved.
Who Should Attend
Newly appointed managers taking on collective decision-making and groupthink for the first time.
Project and programme managers whose success depends on decision-making and groupthink.
Public sector managers applying collective decision-making and groupthink within institutional constraints.
Board members and non-executives overseeing decision-making and groupthink.
Technical staff being prepared for supervisory responsibility over collective decision-making and groupthink.
Founders and owner-managers formalising decision-making and groupthink as the organisation grows.
Course Modules
Collective decision-making and groupthink: delegation, trust and accountability
2 sessions · 8 pointsSession 1What your team concludes from how you handle collective decision-making and groupthink
- Record what was learned when collective decision-making and groupthink did not go as planned.
- Remove steps in decision-making and groupthink that add effort without adding assurance.
- Confirm that the people affected by collective decision-making and groupthink heard it from you first.
- Prepare the response for the most likely failure in decision-making and groupthink.
Session 2Keeping decision-making and groupthink alive after the initial push
- Compare the cost of collective decision-making and groupthink with the cost of its absence.
- Give one piece of specific feedback on decision-making and groupthink within the week.
- Prepare how you will respond when collective decision-making and groupthink is challenged publicly.
- Identify which function can quietly block decision-making and groupthink and address it directly.
Decision-making and groupthink: influence across functions you do not control
2 sessions · 8 pointsSession 1Who answers for decision-making and groupthink, and to whom
- Test whether the team can explain collective decision-making and groupthink in their own words.
- Review a past decision on decision-making and groupthink and state honestly what you would change.
- Decide what will be stopped to create capacity for collective decision-making and groupthink.
- Name the person accountable for each part of decision-making and groupthink, not the committee.
Session 2Testing decision-making and groupthink before relying on it
- State the outcome expected from collective decision-making and groupthink in a single sentence anyone can repeat.
- Check that decision-making and groupthink still works when volumes rise unexpectedly.
- Draft the minimum viable leadership plan for collective decision-making and groupthink.
- Agree the standard on decision-making and groupthink and confirm it applies to everyone.
Decision-making and groupthink: setting direction people can act on
2 sessions · 8 pointsSession 1Moving decision-making and groupthink through people who do not report to you
- Assign responsibility for keeping documentation of collective decision-making and groupthink current.
- Write down the reasoning behind your position on decision-making and groupthink.
- Identify where judgement in collective decision-making and groupthink is legitimate and where it is not.
- Confirm that reporting on decision-making and groupthink reaches the people who can act.
Session 2Showing that collective decision-making and groupthink changed something measurable
- Check whether incentives anywhere reward behaviour that undermines collective decision-making and groupthink.
- Plan the sequence in which improvements to decision-making and groupthink will be introduced.
- Recognise publicly one person whose work on collective decision-making and groupthink went unnoticed.
- Build the internal briefing that explains decision-making and groupthink to those affected.
Decision-making and groupthink: resilience and the personal cost of leading
2 sessions · 8 pointsSession 1Recovering after a visible mistake on decision-making and groupthink
- Decide the point at which you would escalate collective decision-making and groupthink.
- Review whether decision-making and groupthink is aligned with the objectives of the management team.
- Identify your successor for collective decision-making and groupthink and the gap they need to close.
- Set the decision rights on decision-making and groupthink: who decides, who is consulted, who is told.
Session 2Deciding on decision-making and groupthink when the information will never be complete
- Decide what you will delegate on collective decision-making and groupthink and what you will not, and say why.
- Agree the indicators that will show whether decision-making and groupthink is improving.
- Agree the smallest change to collective decision-making and groupthink that would be visibly useful.
- Prepare the summary of decision-making and groupthink that senior management will read.
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
Complete your registration
We will contact you within one business day to confirm.