Problem solving and decision making represent core managerial capabilities that directly influence organizational performance, resilience, and strategic direction. In complex business environments, effective decisions depend on structured analysis, cognitive awareness, and the ability to evaluate alternatives under uncertainty. This training program represents problem solving and decision making as disciplined processes shaped by psychological factors, thinking styles, and organizational context. It presents structured models and analytical frameworks that support sound judgment, creativity, and alignment with strategic objectives.
Analyze psychological models that influence problem solving and decision making behavior.
Differentiate between logical, creative, and lateral thinking approaches in decision contexts.
Explore structured frameworks used to diagnose problems and evaluate decision alternatives.
Identify and address cognitive barriers that affect judgment and decision quality.
Examine leadership roles in fostering collaborative and strategic problem-solving environments.
Managers and department heads.
Supervisors and team leaders.
Professionals involved in planning and decision making roles.
Employees preparing for leadership responsibilities.
Cross functional teams engaged in problem resolution initiatives.
Core psychological theories shaping decision behavior.
Influence of personal values and belief systems on judgment.
Cognitive styles and their relationship to lateral thinking.
Self awareness in identifying individual problem solving preferences.
Team based cognitive models, including structured lateral-thinking approaches.
Cognitive hemispheric theories and their implications for decision processes.
Openness to ideas as a determinant of decision quality.
Flexibility and adaptability in analytical and creative thinking.
Structured creative problem solving models for individuals and groups.
Framework based decision logic, including the IDEAL model.
Role of creative problem solving in organizational improvement.
Barriers to creativity within structured work environments.
Convergent versus divergent thinking in decision evaluation.
Analytical expansion through divergent thinking methodologies.
Structured innovation tools for exploring solution alternatives.
Identification techniques of self imposed and organizational thinking constraints.
Cognitive reframing techniques for expanding solution space.
Stakeholder alignment considerations in decision processes.
Evaluation mechanisms for refining and validating innovative options.
Decision readiness and feasibility assessment structures.
Alignment of decisions with organizational mission and strategy.
Leadership influence on proactive problem solving cultures.
Informal innovation and structured idea generation environments.
Communication dynamics supporting collective problem resolution.
Personal leadership frameworks for decision accountability and impact.
