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This program last ran in September 2019. Future dates to be announced.
Designed for first-line and mid-level managers positioned to take on increasing leadership roles in their organizations, this program analyzes the symbiotic relationship between leadership and decision making. It combines theory and practice to inform participants on how effective decisions are made, as well as how bad decisions can be avoided. Attention will be paid to recent research in neuroscience on the dual aspects of the decision-making process: intuitive vs. rational, and the respective values of both.
Similarly, the qualities that make for an outstanding leader will be discussed, especially in terms of strategic decision making and implementation to maximize results for the organization. Tools and strategies learned will expand your ability to become a more confident leader.
- The psychological pitfalls in decision making
- Establishing a culture of decisive action in a company to counteract indecision
- Coping with “information overload” in decision making
- Regularly using the decision-making process, and not as a periodic event
- The importance of psychological self-awareness, especially cognitive biases and the illusion of rationality
- Personal qualities of successful leaders
- Models of “transformational leaders” for analysis and application
- Earn a Certificate of Participation from the Harvard University Division of Continuing Education
- The dynamics of decision making
- Psychological aspects of decision making
- How leadership can be learned
- The qualities of an effective leader
Who should enroll
This program benefits emerging leaders who are poised and motivated to take on significant managerial responsibility in their organizations. Those with 5-7 years of experience managing people will find this program most beneficial. It is highly recommended for those who want to strengthen their leadership skills and establish a culture of decisive action.