Decision Support Course(A 3-day instructor-led course. 25.2 CPE credits available)
Home / Personal Development / Seminars and Workshops
 |
Alliance is registered with the National Association of State Boards of Accountancy (NASBA) as a sponsor of continuing professional education on the National Registry of CPE Sponsors. State boards of accountancy have final authority on the acceptance of individual courses for CPE credit. Complaints regarding registered sponsors may be addressed to the National Registry of CPE Sponsors, 150 Fourth Avenue North, Nashville, TN, 37219-2417. Web site: www.nasba.org. For more information on CPE credits click here |
The steps of the Decision Support Process end with making decisions and/or recommending a decision within the chain of command. Organizations face a multitude of complex financial problems everyday that would benefit from critical and creative thinking and all are decision support opportunities. For finance and accounting professionals at all levels, it is never too early to learn how to make rational decisions that are based on a methodical and reasonable approach. Everyone has a preferred method to look at the world, solve problems, and make decisions. The difficulty comes in trying to look at problems from different perspectives – with “new eyes.” In this course, participants learn new ways to look at problems and new methods develop solutions. They learn keys to using critical and creative thinking to identify analyze problems and make overall better decisions.
Everyone wins in an organization where everyone makes better decisions more often!
As participants move through this interactive session they discover new decision-making techniques and how to implement qualitative and quantitative tools to make good decisions. They learn how group dynamics can impact the decision making process for better – and for worse. Plus, they learn to analyze and manage risk appropriately.
But, this course is about more than just making good decisions. Participants are often surprised that written and oral communications are critical to the Decision Support Process. Through a variety of exercises and cases studies, all requiring decision support, participants are given many opportunities to expand, practice and refine these important skills.
This course develops the skills and abilities necessary for participants to make – and keep – a commitment to make better decisions. Everyone leaves with a positive attitude about the value of the Decision Support Process and their ability to implement these processes within the organization.
Training Benefits:
- People recognize the behavioral “traps” that lead to bad decisions (groupthink, overconfidence, cognitive bias, and others), and know how to avoid them for them.
- Decision makers understand their roles and have developed the knowledge and skills their roles require.
- People know how to frame decision issues appropriately and avoid wasting resources solving the wrong problem.
- Decision makers use creative and critical thinking processes to develop alternative solutions. (The first option that comes to mind isn’t always the best.)
- People learn when and how to use an array of decision tools and processes
- Logical reasoning, and not emotion, dominates decision making.
- People understand what decision quality is and have a common language for discussing it.
- People are dedicated to improving decision quality.
Course Objectives: By the end of this session, participants will:
- Apply new and enhanced skills to implement decision support techniques
- Utilize financial management tools that enhance decision support
- Practice interpersonal skills that have a positive impact on decision support roles
- Implement decision support concepts that impact leadership
- Identify and apply decision support processes within the organization
Decision Support Course Topics
Day One
Section One: Course Overview
Section Two: What is Problem Solving?
Defining Problem Solving and Decision Making
Types of Decisions
Facts vs. Information
Decision-Making Traps
Section Three: Problem Solving Styles
Activity: Decision Style Assessment
The Four Styles
Working with Your Style
Activity: Section Four: Earthquake!
Decision Information
Individual Action Steps
Section Five: The Problem-Solving Model
Model Overview
Farmer’s Feedback
Phase One
Phase Two
Phase Three
Activity: Case: A Heavy-Handed Approach
Section Six: Six Ways to Approach a Decision
DeBono’s Hats
Activity: Wearing the Hat
Day two
Section Seven: The Problem-Solving Toolkit
The Basic Tools
The Fishbone
Activity: Case Study - Profit Problem
Section Eight: Thinking Outside the Box
Brainstorming
Using Brainstorming Questions
Creative Thinking Methods
Castaway
Activity: Exercise
Starbursting
Activity: Exercise
Mind Mapping
Activity: Exercise
Section Ten: Group Dynamics
Building Consensus
Group Think
Avoiding Group Think
Using the Delphi Technique
Activity: Exercise
Section Twelve: Decision Making Techniques
Pareto Analysis
Activity: Example - Exercise
Paired Comparison Analysis
Activity: Example - Exercise
Grid Analysis
Activity: Example - Exercise
PMI
Activity: Example - Exercise
Force Field Analysis
Activity: Example - Exercise
Stepladder Technique
Activity: Example - Exercise
Cost/Benefit Analysis
Activity: Example - Exercise
Day Three
Section Thirteen: Controlling Risks – Decision Making Under Uncertainty
Quantifying Non-Numerical Features
Analytic Hierarchy Process (AHP)
Combining Qualitative and Quantitative Analysis
Activity: Example - Exercise
Decision Trees
Activity: Calculating Tree Values
Activity: Calculating The Value of Uncertain Outcome Nodes
Activity: Calculating The Value of Decision Nodes
Scenario Analysis
Activity: Example - Exercise
Monte Carlo Analysis
Activity: Example - Exercise
Section Fourteen: Decision Support Systems
DDS Types
Benefits of DDS
Keys to DDS Implementation
Section Fourteen: Decision Making Case Study
Activity: Task Explanation
Debriefing
Section Fifteen: A Personal Action Plan
Develop Your Personal Action Plan
| 
