Decision-Making in Uncertain and Stressful Situations – 2 Days 1 Night Experiential Programme
 
 
 

If you have to make decisions on behalf of your team or company, you will find that making decisions in today's hyper-competitive world is definitely for the faint hearted.  You will have to:   

如果您需要为您团队或单位做决策，您或许会觉得在今日竞争白热化的环境，您必须:

 

§  Make decisions when you don't have complete information;     

  在信息匮乏的情况下做决策

§  Be accountable for the outcomes of your decisions, when no one knows what is going to happen;    

  在不知觉测结果的前提下为您的决定全权负责

§  Obtain buy-in from your team members, bosses and other stakeholders to implement your decisions;    

  索取您队员、上级还有其他相关人员的认同与支持

§  Make adjustments as you are executing your decisions due to changes in the environment;  

  随着情况的变化而调整您的计划与决定

§  Communicate and coordinate your team members as you make the adjustments in your decisions;  

  与队员作充分及有效的沟通，让他们能够成功实施您的决策

§  Review and reflect how similar decisions can be better made and executed the next time     

  反省、反思下次类似的决策该如何做得更好

 

In a nutshell, decision-making is a stressful job.  Hence, it's not surprising why most people chose to avoid making any of it.    

显而易见，做决策是一件压力极大的差事。

 

Unlike most other decision-making workshops where it is assumed you will have ALL the time, resources and information to make the perfect decision, this "Decision-Making in Uncertain and Stressful Situations" combines the best practices in the military and business worlds where you will literally have to make decisions in the dark, and still get your team to execute it.    

与其他决策课程的区别在于大部分的决策理论及课程都假设您有充足的时间以及掌握所哟铺的信息。而这次如何在高未知及高压力情况下做决策 体验式培训则能够模拟在商场与战场的一切不确定因素，并且磨练您如何让您的团队有效实施您的决策。

 

This programme has been tried, modified, and re-tested to make sure that it delivers results for decision makers, especially in the Asian context.   

这项培训已经优化最适合在亚洲及国内的商务情况实施。

 

This programme incorporates elements of DDI's Making Empowered and Effective Decisions (MEED) programme and is designed to allow participants apply what they had learnt with DDI in a fun-filled and safe way.  For past MEED participants, we  have a 2-hour refresher that is incorporated with Sun Tzu's Art of War.  For participants whom have yet to participate in MEED, this serves as a concise summary of how to make empowered and effective decisions.   

此课程已经融会了DDI 的决策培训 (MEED)，并且能够让学员能够再一次生动有趣的环境下体验其中要点。上过DDI的同人将了解如何将DDI决策培训与孙子兵法的融汇，并将决策带到一个更高的战略层面。 

 

  

Time

Day One

13:30~15:30

How to Apply Sun Tzu and the Art of War to Empowered and Effective Decision-Making 

如何结合孙子兵法与DDI的MEED决策培训做战略决策

l  Using the Sun Tzu's 5 Elements to Make Strategic Decisions:   使用孙子兵法五略做决策

n  道：The Common Vision (Define)  制定决策的目标与忠旨

n  天：The Climate  (Gather Input)   搜集与“天时”有关的信息

n  地：The Ground  (Gather Input)   搜集与“地利”有关的信息

n  将：The Leadership   (Decide)   决策者的领导能力

n  法：The Methods and Processes (Implement)   决策的贯彻步骤与方法

l  Understanding Sun Tzu's 5 Qualities of Effective Leaders to Implement Strategies   使用孙子兵法 将者五要 提升决策者的领导能力

n  智   Intelligence and Wisdom

n  信   Trust and Respect

n  仁   Compassion

n  勇   Courage

n  严   Discipline and Control

15:30A15:45

Break 午餐

15:45~17:30

·         Strategising for decision making activity 

       战争情景模拟序幕：战略决策部署

  • Participants are split into Red and Blue teams.  Each team will have a number of military bases which they have to defend.  Each team is to also attack and occupy the other team's bases.  学员将被归纳至 红、蓝两组。每组将有一些阵地需要防守，同时也要攻占对方的阵地
  • Teams will have to allocate a dollar value on each base they defend, ranging from 1-5 million RMB.  Besides measuring the casualty rates and shots on target, teams will also be measured by the gains or losses of their bases in dollar value.  The dollar value of the bases will not be disclosed to the other team until after all battles in the final debrief   每一组必须为自己的每一个阵地标价（1-5百万不等）。每组标价只有自己组员及相关教官知道。除了评估魅族在作战后的伤亡人数、所用资源，各组的盈亏状况（占领了对方价值多少的阵地，与自己沦陷了多少价值的阵地的核对）也要受到考验。其目的在于如何以博弈方式，占领对方最值钱的阵地，同时避免对方猜出我方最值钱的阵地在哪儿
  • Types of weapons and equipment will be introduced. Participants will put on and test the equipment in the hotel.  Weapons can be re-allocated later to have the most suitable person using the ideal weapon.  同时，学员也将了解他们所使用的“武器”。“武器”装备可在每场战役前后做更合理的支配，以优化该队的作战能力，并且合理安排不同体能的队员的任务
  • Teams will then have to strategise how they can win the most, by sacrificing the least resources  每组将策划、决策他们如何在战斗中可以最少资源获得最大的收益

17:30A18:30

Dinner 晚餐

18:30~21:30

·         Decision-making using battlefield simulation 1

      使用战争情景模拟做决策 1

  • Teams head towards their respective bases blindfolded.  Blindfolds will only be removed after each team arrives at their designated base红、蓝各队将在夜晚蒙着眼睛进入各自阵地，眼罩将在地大震地之后拿开
  • Teams will have to locate and communicate (via radio-sets) with their members in the dark  每队的各分组必须通过无线通讯与其他分组协调作战流程
  • At the same time, they will have to defend their bases and conquer the opposing teams'   与此同时，他们必须防守自己的阵地，并攻占对方阵地
  • To occupy an opponent's base, the team will just have to "kill" all defenders in the base.  If the base does not have defenders when the attackers are there for 30 seconds, the base is taken  若要占领对方阵地，我方必须将对方在该阵地留守的队员全部歼灭。对方如果在30秒内补拍增援，该阵地就被我方占领
  • If all Division Commanders are killed, that team is considered to have lost all bases to the opponent  如果双方任何一方的领导（即各师长）都阵亡，就等于所有阵地已经沦陷

·         Short de-brief at the end of each battle

       战后点评：

  • How difficult it is to make and implement decisions under uncertainty, and what are the ways to overcome such challenges  如果在信息匮乏的情况下做决策的种种困难，以及如何克服这些困难
  • Certain mistakes we make when we make decisions in uncertain and stressful situations (such as shooting at our own people), and how to prevent them  在高未知、高压力的情况作决策时所常犯的错误（如 误伤自己人），及如何预防该情况的发生
  • The courage to take risks and bear its consequences to make decisions in a new and unknown environment  随着大环境的更改，我们在新环境、新规则的情景做决策所需承担的风险与勇气

 

Day Two

9:00~12:00

·         Review of Day 1's battle gains (or losses) 

      回顾第一天的盈亏状况

·         Strategising for Day 2 

      第二天的战略部署

·         Decision-making using battlefield simulation 2 

      使用战争情景模拟做决策 2

  • Teams head towards their respective bases in bright day-light  红、蓝各队将在白天回到各自阵地
  • Teams will have to locate and communicate (via radio-sets) with their members in the dark  每队的各分组必须通过无线通讯与其他分组协调作战流程
  • At the same time, they will have to defend their bases and conquer the opposing teams'   与此同时，他们必须防守自己的阵地，并攻占对方阵地
  • To occupy an opponent's base, the team will just have to "kill" all defenders in the base.  If the base does not have defenders when the attackers are there for 30 seconds, the base is taken  若要占领对方阵地，我方必须将对方在该阵地留守的队员全部歼灭。对方如果在30秒内补拍增援，该阵地就被我方占领
  • If all Division Commanders are killed, that team is considered to have lost all bases to the opponent  如果双方任何一方的领导（即各师长）都阵亡，就等于所有阵地已经沦陷

·         Short de-brief at the end of each battle

        战后点评：

  • Using the contrast of having the battlefield simulation in the day and night to illustrate the importance of information in making decisions   以昼夜之分来演示信息对决策的重要性质
  • The importance of learning from past mistakes and experience  借鉴前车之鉴在决策的重要性
  • The importance of communicating your decision across to make sure all team members are aware of changes in implementation  当决策的实施过程需要变更时，所有队员是否都知道最新的实施方针
  • The importance of providing feedback to the key decision makers  给于决策者的及时反馈的重要性

 

12:00A14:00

Lunch and check-out  午餐及退房

14:00~16:00

 

·         Final de-brief  最终点评

  • Comparing of battlefield gains and losses  核对红、蓝两队的亏盈情况
  • Understanding the impact of stress on decision-making, and ways to overcome it  了解压力、时限对决策的影响，并如何克服
  • Difficulties in communicating and coordination across different teams  了解压力、时限对团队沟通的影响，并找寻如何优化沟通的方法
  • Doing the unexpected to win the battle  穷则变、变则通，并如何出奇制胜

·         Action planning: how to apply what is learnt to decision-making at work? 

       行动计划：如何将这两天活动的感悟运用到工作上去

·         Programme evaluation 

       课程评估

By the end of the training programme, you shall be able to     参加过这次课程，您将能够:

 

1)    Make better decisions with better outcomes in uncertain and stressful situations; 

   在高未知、高压力的情况下，做出正确决策，获得美好的结果;

2)    Get past the frustration and stress to communicate effectively across all stakeholders;

   在高压情况下做好沟通工作，确保所有队员都知道最新情况; and

3)    Calm yourself in stressful situations and formulate creative solutions to solve problems。

   如何在高压情况平复自身心态，以做好决策。


This workshop is designed especially for anyone who needs to make decisions without the luxury of having sufficient time, resources or information.

在事态动荡、时间受限、信息匮乏的情况下需要做决策的人们。

c.j. Ng

 

c.j. is the world-class sales force effectiveness (SFE) expert who have helped international companies achieve quantum improvements in sales profits in China and beyond. So far, c.j. Is the 1st and ONLY Asian sales force effectiveness expert to have been invited to speak at the American Society for Training & Development (ASTD) International Convention.  c.j. has helped:

l  International hospitality chains such as Sofitel and the Ascott Group to onboard their newly promoted Directors of Sales to make the transition from sales people to high-performing sales team leaders

l  Leading pharmaceutical companies such as Bristol-Myers Squibb, Roche and Merck to improve their senior managers' leadership skills so as to excite their people to exceptional performance

l  World-wide leaders in the construction market such as Philips Lighting, Saint-Gobain, Ingersoll Rand to develop competencies in their sales force so as to achieve quantum leaps in their sales results.

 

Prior to being a sales force effectiveness consultant, coach and trainer, c.j. was Asia Marketing Manager for a Fortune 500 logistics company, as well as Corporate Training Manager for Ringier AG, Switzerland's largest media group, in China, where he was responsible for leadership development for sales managers, and helped the group to increase overall sales targets by more than 50% within the 1st year.

 

In the mean time, many other prominent companies have also engaged c.j. for help, including BMW, Carrier, Trane Climate Solutions, Bao Steel, Air Liquide, Philips Lighting, Duravit, Hettich, Häfele, Freudenberg, Flint Group, TNT, Texas Instruments, Arkema, Dell, NEC, Flint Group, China Telecom, L’Oreal, Zegna, Swarovski, Yum!, Sinotrans, Bristol-Myers Squibb, Roche, Johnson & Johnson Medical, Philips Medical, Invitrogen, American Express, Ping An Insurance, Axa Life, Bank International Ningbo, Malaysia Airlines, Ascott, InterContinental Hotels Group, Sofitel China, Four Points by Sheraton, and many more.

 

c.j. is a bilingual business advisor in English and Mandarin, and has conducted Mandarin training, coaching and consulting projects for audiences in Singapore, Malaysia, Hong Kong and the People’s Republic of China. He is a Founding Member of Professional Speakers' Association of China, which is affiliated with the Global Speakers Federation (GSF).

 

c.j. has a 2nd Upper Honours in Management from the University of London, and a Post Graduate Diploma in Computing from De Montfort University.  He is also the Master Trainer for Leadership IQ in Asia.

 

 

黄常捷

 

c.j.是美国培训与发展协会（ASTD）2009年国际大会的特邀演讲嘉宾，也是ASTD国际大会有史以来唯一受邀演讲的亚洲销售咨询师。他是一位值得您信赖的销售领域的咨询顾问，曾帮助许多跨国企业获得了在中国及其他区域销售业绩方面的显著突破。 迄今为止，c.j.已帮助：

 

1)     世界领先的制药公司如 施贵宝、罗氏 及 辉瑞 的高层管理如何与他们的团队引起共鸣、激励队员以提升绩效。

2)     国际酒店集团如 索菲特、洲际 及 雅诗阁 的 新任销售总监如何领导他们的销售团队，造就卓越销售团队

3)     全球建材行业佼佼者如 飞利浦照明、圣戈班、英格索兰 的销售团队提升销售技能，以创造非凡业绩

 

在这之前，c.j.是一家500强物流公司的亚洲区市场经理，及瑞士最大的媒体集团的大中华培训总监。他尤其为后者搭建了一套提高员工素质的培训体系，从而打造一个着重以科学方式达到高绩效的企业文化。

  

与此同时，许多知名跨国公司如：戴尔、德州仪器、贺利士、AMD、泛达网络、中国电信、西杰、西门子、用友软件、阿尔卡特、宝钢、强生医疗 、飞利浦医疗、特菱空调、开利空调、飞利浦灯具、施贵宝、罗氏制药、Invitrogen、中外运、海福乐、海蒂诗、杜拉维特、富林特、杰尼亚、杉杉服装、欧莱雅、eBay 中国、洲际酒店集团、雅诗阁国际酒店式公寓、马来西亚航空、索菲特中国、FCm Travel, 百胜餐饮、荣格传媒集团 平安保险、Axa人寿、美国运通企业信用卡、香港管理协会、香港贸发局、新加坡管理协会 等也颇受益于 c.j.的经验和知识。

 

c.j.是Marcus Evans、新加坡展览服务、新加坡管理学院的常邀演讲嘉宾，他是一位精通英中文的双语培训师，以中文为新加坡、马来西亚、和中国的众多听众进行了诸多培训。他同时也是国际讲师协会中国分会的创会会员。

  

c.j.曾在新加坡管理学院、新加坡市场学院的会员杂志、以及《海峡时报》的刊物上发表了系列文章。c.j.拥有英国伦敦大学管理荣誉学位和De Montfort大学的计算机研究生学位证书。与此同时，他也是 Leadership IQ 在亚洲的首席培训师