Learning Plan: Framework for Decision Making - Essay Example

Training Delivery Plan Framework for Decision Making and Length of each Session included in the delivery plan: Session Decision Making (2 Hours) Session 2: Framework for Decision Making (3 Hours) Trainer’s Name: Number of Learners: 15 Learner Characteristics: The participants of this training session must be placed on decision making positions - hence this learning session is designed for managerial staff only. The competency level should include clear understanding of management concepts and various leadership styles. Other basic requirements include understanding and speaking English Language. Learner support requirements: Photocopies of Harvard Business review handout on Decision making for each participant. Assessment approach: Trainer would gauge the knowledge acquired by the learners by asking them probing questions and before concluding the session, some real life situations would be given to them in form of a questionnaire. General resource requirements for the sessions included in this plan: Computer system, Multimedia Projector, Remote Presenter, flip chart and whiteboard with markers and a duster. Paper for Questionnaire and pencils. Training support materials (please list here and attach a copy) 1. One PowerPoint presentation covering both sessions 2. Decision making examples by participants (Session 1) 3. Questionnaire (Session 2) Decision making issues identified: • Managers delay important decisions. • Formal approach to decision making is required. Prior to start of session, Gather information regarding some bad decisions made or delayed and the effect it had on the productivity of the organization or the team. Brief learners about the importance of decision making in a leaders life. Strategies for addressing Decision Making issues: Real life examples from participants Decision making Questionnaire Session 1 Session Title: Decision Making Estimated session length: 2 Hours Delivery date and time: 14 Dec, 10:00 am Learning outcome(s) for this session: At the completion of this session, participants would know the definition of decision making, its importance in the organization and how bad decisions can devastate an organization overnight. In the end of this session Managers would be asked to share their best and worst decisions after giving it a thought and the consequences they faced in both situations. Method(s) for checking learner understanding: Participation, discussions and questions from the audience. Specific equipment / aids / resources required for session: Share your personal experience. Other information: Nil Estimated Time Content / Key Points Resources /Aids 20 mins Introduction to Program: Introduction and a Welcome Agenda / Objective of the Training Contents and timeline P/P slide 1 P/P slide 2 P/P slide 3 30 mins Decision Making: Definition of Decision Making Decision Making theories P/P slide 4 P/P slide 5 30 mins Importance of Decision Making Important decision making approaches Its relationship with Leadership Importance in organizational success Decision Making Disasters Some Personal Examples Using Technology to make better decisions Demo of Microsoft Project P/P slide 6 P/P slide 7 P/P slide 8 P/P slide 9 P/P slide 10 P/P slide 11 Live Demo 40 mins Share your Examples Good Decisions Bad Decisions Timely & Delayed Decisions P/P slide 12 Session 2 Session title: Decision Making Framework Estimated session length: 3 Hours Delivery date and time: 14 Dec, 2:00 pm Learning outcome(s) for this session: After Completing this learning session the participants would be able to use and generalize situations using the Cynefin framework of decision making proposed by David Snowden. Method(s) for checking learner understanding: Questionnaire for assessing the situation and make appropriate decision as per Cynefin Framework of decision making. Specific equipment / aids / resources required for session: A4 sized printed Questionnaires and Pencils. Other information: Instructions on how to use the questionnaire should be read first before attempting it. Estimated Time Content / Key Points Resources / Aids 60 mins Introduction to Cynefin Framework (Session 2): Cynefin Framework See things from new viewpoints, address real-world problems and opportunities. Enhance communication and rapidly understand the context in which they are operating. To Make better decisions Avoid problems that arise when their preferred management style causes them to make mistakes P/P slide 13 P/P slide 14 P/P slide 15 P/P slide 16 P/P slide 17 60 mins Decision Making in Multiple Contexts 1. Simple 2. Complicated 3. Complex 4. Chaotic 5. Disorder Difference between order and disorder situation 6. Understanding the Variables in each situation The context’s Characteristics The leader’s job Danger signals Response to Danger signals P/P slide 18 P/P slide 19 P/P slide 20 P/P slide 21 P/P slide 22 P/P slide 23 P/P slide 24 P/P slide 25 P/P slide 26 P/P slide 27 30 mins Questionnaire Introduction and benefits of the questionnaire / activity Instructions Activity Starts Activity 30 mins Conclusion: Summarise content Reinforce Learning outcomes Q&A session Link to the coaching session for technical tools used in decision making P/P slide 28 Learners Support: For further clarifications/questions/enquiries, please contact your program facilitator: (Trainer) Office #: Mobile #: Email: (Coordinator) Office #: Mobile #: Email: Institute Website: Email : Tel : Fax : Activity 1: Session Title: Framework for Decision Making. Session No: 1 (Decision Making) Assessment Method: Share Personal Experience Activity Summary: What are your best decisions that make you proud of who you are today as a professional? What are the worst professional decisions you have made that you regret? What elements did you considered when you were taking these decisions? Did you ever delayed a decision due to one reason or the others? Assessments Guidelines: Conduct Discussion in a fair and friendly manner: 30 mins Assessment Criteria: Trainer should make notes about each participants and his / her ability to define the decisions and consequences. Each relevant example shared would add value to the participants learning. Rate the performance of the participants between 1 to 10 on the basis of their performance in the training. Activity 2: Session Title: Decision Making Framework Session No: 2 Assessment Method: Questionnaire Activity Summary: A questionnaire would contain real situations and would gauge the participants ability to identify and respond to a situation. Contexts are taken from Cynefin framework. Assessment Guidelines: Distribute the questionnaire with the help of a Junior staff. Assessment Criteria: Right Choice = 1 point Wrong Choice = 0 points Course Title: Framework for Decision Making Questionnaire Assessment Instructor: Date: 14.12.2012 Time Allowed: 30 mins Trainee Name: -------------------------------------------- Title/Position: --------------------------------------------- Organization Name: --------------------------------------------- Trainee Signature: --------------------------------------------- Instructions: 1. Read and Answer all the situations 2. This is an individual assessment, do not collaborate. 3. This assessment is consists of (10) Situations, each question carry 10 Marks. 4. This assessment is 100 Marks in total. 5. This assessment is only 40% out of the total marks. Cynefin Questionnaire Role Scenario Context HR Specialist You have recently conducted an employee satisfaction survey on benefits provided by your employer. Based on the data you have to plan and execute certain HR interventions that can result in increased employee engagement and motivation. Manager You have been asked to create a vision for your department. Something that should be aligned with company’s mission and values and can also predict the future and direction of your team and function. Network Manager All the servers have gone down simultaneously. Senior Manager You hired an exceptional resource based on his strong credentials. You are absolutely sure that the incumbent would be a great addition to the already high performing team. On the first day of joining you get to know that your new star has had a huge argument with an existing star. You counsel them and realize that the existing differences are much too severe then you initially thought. You cannot afford to let go either of them. Manager You have a resource whose arrival time is not according to the company policy. Even after verbal counselling and written warnings the incumbent fails to follow the rules. It is getting noticed and some team members are getting too casual with their arrival timings as well. Resource You execute certain routine tasks every day. The tasks are all related to coordination and certain approvals are required based on the requests generated by internal customers. All these tasks are performed by you manually and you feel the need to automate these processes to increase efficiency. You know you have to automate but you don’t know how also if the stakeholders involved would cooperate or not. ` Marketing Manager Your competitor has launched a new product with an aggressive marketing campaign in an already fragile and unpredictable market. It’s been Two days and you have not done anything in response. You have a limited marketing budget to utilize and the season has not started yet. Business Owner You have recently acquired a business that was once your competitor but not doing well at all and was downsizing. You already have better resources that are ready for a new challenge. You decide to let go off 98% of the employees from the acquired company and retain the 2% stars. Trainer After conducting a training session on soft skills you need to know how much each participant has developed and whether the use of acquired learning is implemented in his work and complimented his performance. Investor You have most of your fortune invested in the stock market and things are looking good with consistent dividends suddenly a prominent political figure is assassinated and risk of a major stock market crash exists. Training Feedback # Question Rating 1 Were you able to understand the training?  1  2  3  4  5 2 Do you think you have learned something new today?  1  2  3  4  5 3 Will the knowledge acquired today help you in your work?  1  2  3  4  5 4 Was the training engaging and interactive?  1  2  3  4  5 5 Were sufficient visual aids and handouts provided?  1  2  3  4  5 6 Would you like to have similar trainings in future?  Yes  No If you have answered yes to 6. Please suggest Topic of new training. Training Feedback Form     Please answer the following questions by rating them on a scale of 1-5 (1- Lowest 5- Highest) Training course relevancy           1. This training enhanced my learning and I acquired new knowledge.   1 □ 2 □ 3 □ 4 □ 5 □                 2. I feel that the training session was applicable to my job role and future development.   1 □ 2 □ 3 □ 4 □ 5 □                 3. The training material / content used were sufficient in explaining the subject matter.   1 □ 2 □ 3 □ 4 □ 5 □                 4. The training length was adequate enough to cover each topic.     1 □ 2 □ 3 □ 4 □ 5 □   Trainer expertise           5. The trainer had good command over the subject.     1 □ 2 □ 3 □ 4 □ 5 □                 6. The trainer was able to listen and respond to the questions effectively.     1 □ 2 □ 3 □ 4 □ 5 □               7. The participants of the training were actively engaged in the session. 1 □ 2 □ 3 □ 4 □ 5 □                 Rate the overall training session             1 □ 2 □ 3 □ 4 □ 5 □                 Please comment on how the training can be improved or any other Comments:                                                     References Dettmer, HW 2011, Systems Thinking and the Cynefin Framework: A Strategic Approach to Managing Complex Systems, Goals Systems International: 1-41. Kurtz, CF & Snowden, D 2003, The New Dynamics of Strategy sense-making in a complex-complicated world, IBM Systems Journal Fall: 1-23. Snowden, D & Boone, ME 2007, A Leader’s Framework for Decision Making HBR, Viewed 16 December 2012, < http://hbr.org/2007/11/a-leaders-framework-for-decision-making/ar/1> Snowden, D 2000,“Cynefin, A Sense of Time and Place: an Ecological Approach to Sense Making and Learning in Formal and Informal Communities” , conference proceedings of KMAC at the University of Aston, July 2000. 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