decision-making Archives | Disaster Avoidance Experts

Maximize the value that pessimists and optimists bring to your enterprise by helping them work together well. Optimists should generate half-baked ideas and give them to the pessimists, who would select the most viable notions and finish baking them into full-fledged plans.

Using the three social intelligence methods during a stakeholder meeting will help you learn the truth about your stakeholders’ needs, which will empower you to solve their problems and foster stronger relationships with them.

Asking the 8 Powerful Questions during a pre-engagement stakeholder assessment will lead to better engagement and stronger relationships with your stakeholders.

Official guidelines for COVID-19 coronavirus pandemic preparation assume a wildly optimistic scenario due to dangerous judgment errors known as cognitive biases. You need to instead prepare for a realistic pessimistic scenario.

Our brains cause us to drastically underestimate both the likelihood of a disaster occurring and the impact if it does. To address this dangerous judgment error known as the normalcy bias, we need to go far beyond our intuitions in planning for catastrophes.

Dr. Gleb Tsipursky interviews Paul Powers, CEO of Physna. Paul is the founder of multiple successful tech-focused enterprises and a member of the prestigious Forbes 30 under 30.

The choice that feels most comfortable to your gut is often the worst decision for your bottom line. To be a truly wise decision maker, you have to adopt counterintuitive, uncomfortable, but highly profitable techniques to avoid business disasters by making the best decisions. That’s the key take-away message of this episode of the Wise Decision Maker Show, which describes the Wise Decision Maker Movement Manifesto.

To get colleagues in denial to believe the truth, use EGRIP: 1) discover their emotions; 2) then their goals; 3) build up rapport; 4) provide info to change their mind; 5) offer positive reinforcement for them updating their beliefs.

We intuitively overestimate how well others read us and how well we read others in negotiations, a dangerous judgment error called illusion of transparency. This mental blindspot leads to disastrous results in negotiations and other important communications.

Cognitive biases lead to typical business strategic analyses such as SWOT giving a false sense of comfort and security. The result? Appalling oversights that ruin profitable businesses and bring down high-flying careers.