Decision-Making Training , livre ebook

Association for Talent Development - Robert H. Vaughn

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149 pages

English

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Description

Everyone is required to make decisions and solve problems in their business and personal lives. Many are handled quickly and without much thought, but most of us procrastinate or over analyze the more important decisions. Decision-Making Training contains all the materials needed to train others to make effective and appropriate decisions. The book offers practical, ready-to-use content that enables trainers and facilitators to quickly create half-day, full-day, and multi-day workshops. This book focuses on helping individuals define the elements of effective decision-making techniques and provides the skills needed for success. It provides an easily understandable structured process, and is designed to train people interactively as they develop and use the strategies presented to improve the efficiency and effectiveness of their decisions. Users will find advice for choosing training session content, sample training agendas, and step-by-step preparation and training delivery instructions. Exercises, handouts, assessments, and practice tools will help users develop training for both individual and organizational needs, become a more effective and efficient facilitator, and ensure training is on target and gets results, and build their own skills in effective decision-making. As part of the ASTD Trainer's Workshop series, readers have access to copies of all assessments, training instruments, handouts, and PowerPoint presentations used in the book.

Sujets

Efficacité professionnelle

Efficacité

Business

Economics

Training

Employabilité, métiers et formations

Informations

Publié par	Association for Talent Development
Date de parution	01 mars 2010
Nombre de lectures	0
EAN13	9781607285922
Langue	English

Informations légales : prix de location à la page 0,2498€. Cette information est donnée uniquement à titre indicatif conformément à la législation en vigueur.

Extrait

©2010 the American Society for Training & Development
All rights reserved. Printed in the United States of America.
No part ofthis publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, withoutthe prior written permission ofthe publisher, except in the case ofbriefquotations embodied in critical reviews and certain other noncommercial uses permitted by copyright law. For permission requests, please go to www.copyright.com , or contact Copyright Clearance Center (CCC], 222 Rosewood Drive, Danvers, MA 01923 (telephone: 978.750.8400, fax: 978.646.8600).
ASTD Press is an internationally renowned source ofinsightful and practical information on workplace learning and performance topics, including training basics, evaluation and return-on-investment, instructional systems development, e-learning, leadership, and career development.
Ordering information for print edition: Books published byASTD Press can be purchased by visiting ASTD's website at store.astd.org or by calling 800.628.2783 or 703.683.8100.
LCCN: 2009923018 (print edition only] Print edition ISBN: 978-1-56286-694-5 PDF e-book edition ISBN: 978-1-60728-592-2
2010-1
ASTD Press Editorial Staff: Director: Dean Smith Manager, ASTD Press: Jacqueline Edlund-Braun Senior Associate Editor: Tora Estep Senior Associate Editor: Justin Brusino Editorial Assistant: Victoria DeVaux Full-Service Development and Production: Aptara Inc., Falls Church, VA, www.aptaracorp.com Development/Production Editors: Carol R. Field and Robin C. Bonner Copyeditors: Nidhi Bajaj and Carol R. Field Indexer: Kidd Indexing Proofreader: Ellen Newman Cover Design: Ana Ilieva Foreman Cover Illustration: Shutterstock.com
The ASTD Trainer’s WorkShop Series

The ASTD Trainer’s WorkShop Series is designed to be a practical hands-on road map to help you quickly develop training in key business areas. Each book in the series offers all the exercises, handouts, assessments, structured experiences, and ready-to-use presentations needed to develop effective training sessions. In addition to easy-to-use icons, each book in the series includes a companion website with PowerPoint presentations and electronic copies of all supporting material featured in the book.
C o n t e n t s

Preface
Section I INTRODUCTION
Chapter 1 How to Use This Book Effectively
Section II TRAINING BASICS
Chapter 2 Assessing the Needs of Participants
Chapter 3 Designing Interactive Training
Chapter 4 Conducting the Training
Chapter 5 Evaluating the Workshop
Section III TRAINING PROGRAM AGENDAS
Chapter 6 Half-Day Program
Chapter 7 Full-Day Program
Chapter 8 Two-Day Program
Section IV LEARNING MODULES
Chapter 9 Module 1—The Decision-Making Process: Anatomy of a Decision
Chapter 10 Module 2—The Creative Process: Developing Options
Chapter 11 Module 3—Barriers to Creativity
Chapter 12 Module 4—Overcoming Barriers to Creativity
Chapter 13 Module 5—Tools to Improve Creativity
Chapter 14 Module 6—The Analytic Process: Narrowing Down the Options
Chapter 15 Module 7—Using Everyday Statistics
Chapter 16 Module 8—Using Tools to Improve Analysis
Chapter 17 Module 9—The Human Aspect: Emotional and Irrational Factors
Chapter 18 Module 10—Implementing the Decision: Wrap-Up
Appendix USING THE ONLINE MATERIALS
For Further Reading
About the Author
Index
P r e f a c e

Welcome to the start of an exciting journey—a journey not in place and time, but into the complex cognitive processes of making decisions. It’s an important human endeavor, as well as an essential business skill. You have already made dozens to hundreds of decisions since you woke up this morning, so the journey is one that you’ve made many times. As you use this book, however, I ask that you take a fresh look, not at where you have arrived (the final decision or solution), but how you got there. It’s fascinating. If you have never before taken something apart to see how it works, then you’re in for a treat. I was sent to my room many times for such activities as a child, but I learned a lot.
Purpose of This Training Program
This book is designed for individuals who need to develop a training program to help others in the processes of decision making. Those activities can be quite complex, but using different kinds of "tools" can help a person approach them more easily and more effectively. In recent years, there has been a tendency for college courses and business seminars on this subject to become over-systematized. Graduate programs in management science, especially, have espoused elaborate procedures requiring an in-depth background in statistics, as well as sophisticated models into which massive amounts of data must be entered. Management science does have its place; however, most business and personal decisions simply don’t require all of this.
Typical managers, entrepreneurs, and employees can make nearly all the decisions and solve most of the problems they face by just using a few simple concepts. Seldom is it necessary to deal with primary research or economic forecasting projections. Your trainees may just need to do things like figure inventory requirements or staffing needs for their department or make dozens of other routine decisions that we face on a day-to-day basis. Sophisticated models would, for these purposes, probably be inefficient and just get in the way.
This book and training program offers a "Back to Basics" training approach to decision making that is appropriate for all but upper-level managers in large organizations, and even for them at times. It will help you design a training program that can be of real, practical value on the job. Your trainees need not be experts in statistics or business theory. Some of the concepts they’ll learn apply to any aspect of life; others only apply to certain kinds of business problems or decisions.
Acknowledgments
During the preparation of this Trainer’s WorkShop package, I have relied significantly on two of my previous publications. The first two sections of this book include excerpts and ideas from The Professional Trainer , published in the second edition in 2005 by Berrett-Koehler. The decision-making ideas and presentations in section four are distilled from Decision Making and Problem Solving in Management , published in its third edition in 2007 by Crown Custom Publishing.
I especially appreciate the support of my colleagues and my wife, Susan, in the creation of this project. Thanks, also, to Roger Williams, a friend and former business partner who was responsible for moving both previous books into a much wider market. Mark Morrow, former acquisitions editor for ASTD Press, was quite gracious and helpful in this endeavor—as were all the ASTD staff with whom I’ve worked over the years. One does not create a book like this without the help of many individuals. Some of them are listed on the copyright page (page ii). Most of my direct communications were with Justin Brusino, Carol Field, and Robin Bonner, although I know many others were involved. In this age of emails, FTPs, and other distance communication, an author can be surprisingly dependent on persons he or she has never met face to face. Thanks to all of them. Finally, I particularly appreciate the constructive comments from many of my former students and seminar participants, who have helped me define the needs of their organizations to improve decision making and problem solving.

Robert H. Vaughn, PhD
Arvon Management Services
January 2010
Section One: Introduction
C h a p t e r 1

How to Use This Book Effectively
What’s in This Chapter? Definition of decision making Description of what’s in this book Explanation of how to use this workbook most effectively
What Is Decision Making?
Everyone is required to make many decisions every day in their business and personal lives. Most decisions, by most people, are handled quickly and without much thought. But many of us procrastinate or over-analyze some of the most important decisions we must make. This book breaks down the process of making decisions into a structure that can relieve the delay and stress of choosing the right option when we face important opportunities or problems.
What’s in This Book?
This book contains the materials needed to develop a professional training program on the subject of decision making. Chapters 2 through 5 help you with the training part, including how to assess the need for training, design the training, conduct the training, and evaluate whether or not your efforts were successful. Chapters 6 through 8 provide sample agendas for half-day, full-day, and two-day programs, and provide additional recommendations for putting these programs together. The remaining chapters, 9 through 18, provide the subject matter content and support needed to conduct successful training—each of these chapters is a separate module that you will use in different combinations, depending on the length of the training and the audience. These modules cover the four main content areas of the decision-making process: Chapter 9: Module 1 is an overview of the process we all use to make decisions. Chapters 10–13: Modules 2, 3, 4, and 5 introduce the creative, or inductive, process and tools used to come up with various options from which to make a decision. Chapters 14–16: Modules 6, 7, and 8 cover the analytic, or deductive, process and tools used to evaluate and narrow down options to determine a final choice. Chapters 17–18: Modules 9 and 10 detail the human and irrational aspects of decision making, as well as how a decision is accepted within an organization.
The Modules
Each of the 10 modules includes the following information:
A one- or two-sentence overview gives a brief summary of the contents, plus information provided by the module and how it fits within the structure of decision-mak