Learning objectives :

• Gain clarity and make decisions more easily.
• Manage the timing of your decisions.
• Challenge your decisions, individually and collectively.

Course :

Session 1: Gaining Clarity and Managing Timing
In an environment rich with information that is sometimes contradictory, cognitive noise is the primary obstacle to decision-making. Participants learn to separate useful information from noise, and to address the question every decision-maker faces: Should I decide now, or should I wait?

Example of a tool : The Present/Future Matrix (Present: What information do I have, and is it sufficient to make a decision? / Future: What additional information might I have in the meantime, and would it actually change my decision? → helps you decide between making a decision immediately and waiting for a truly decisive factor, without rushing or dragging things out unnecessarily).

Case Study : Analyze a difficult decision that is upcoming or has recently been made, apply the matrix to assess whether now is the right time to decide or whether key information is missing that would justify waiting, and discuss the trade-offs as a group.

Session 2: Managing Biases and Making Better Collective Decisions
Collective decisions are often skewed by individual biases and the influence of the strongest voices. Participants learn to establish a framework that objectifies decision-making criteria before evaluating options, so that deliberations focus on the real issues rather than on power dynamics.

Example of a tool : The decision matrix / scorecard (define in advance the criteria that matter for the decision and assign weights to them; evaluate each option explicitly and in a documented manner based on these criteria / the tool aids in decision-making without providing a mathematical solution: it highlights the true priorities and aligns the group, provided it is proportionate to the stakes).

Case Study : Review a recent decision, identify any biases that may have skewed the reasoning, and use the peer scorecard to evaluate what might have been decided differently within this framework.