Upon completion of this course, participants will be able to:

• Apply a structured, rapid decision-making model for use in high-stakes, uncertain crisis scenarios.
• Identify and mitigate common cognitive biases (e.g., anchoring, confirmation bias) that impair crisis judgment.
• Master techniques for rapid **Information Vetting and Intelligence Gathering** from multiple, often conflicting, sources.
• Develop and evaluate multiple strategic options under severe time constraints, including non-conventional choices.
• Lead the Crisis Management Team (CMT) through the decision process, ensuring consensus and commitment.
• Manage the emotional and psychological impact of high-stakes decisions on both the leader and the team.
• Clearly articulate the rationale and trade-offs of crisis decisions to the Board and external stakeholders.
• Conduct a disciplined **Decision Audit** post-crisis to capture lessons learned for future events.

• Senior Executives and Board Members (Crisis Management Team Leaders)
• Heads of Operations, Legal, Finance, and other core CMT Functions
• Risk Managers and Incident Response Coordinators
• Leaders responsible for high-stakes, complex operational decisions
• Public Safety and Emergency Management Officials

• Intensive, Time-Constrained Crisis Simulation Scenarios and Drills
• Group Decision-Making Exercises with Highly Fragmented and Conflicting Information
• Individual Cognitive Bias Identification and Mitigation Reflection
• Role-Playing Executive Briefings where a Difficult Decision and Trade-offs Must be Justified
• Discussions on Ethical Leadership and Personal Accountability for Crisis Outcomes

Unit 1: The Crisis Decision Environment

• Defining the conditions of crisis: high threat, short warning, high uncertainty, and time pressure.
• Understanding the psychological and physiological impact of stress on executive decision-making.
• Analyzing common decision traps and cognitive biases in high-stress situations.
• The difference between linear (analytical) and non-linear (intuitive) decision models.
• The importance of pre-defined protocols and checklists to preserve cognitive capacity.

Unit 2: Structured Decision-Making Models

• Applying a simple, repeatable **Decision Model** (e.g., Recognition-Primed Decision Making - RPD).
• Mastering the rapid framing of the problem, objective setting, and identification of constraints.
• Techniques for gathering and vetting fragmented, ambiguous, and potentially contradictory information.
• Using **Hypothesis Testing** and "Red Teaming" to challenge assumptions and explore alternative realities.
• The process of generating, evaluating, and selecting the optimal course of action under severe time pressure.

Unit 3: Leading the Decision Process

• Structuring the Crisis Management Team (CMT) meetings to facilitate decisive action, not debate.
• Techniques for using subject matter experts (SMEs) effectively without being overwhelmed by data.
• The role of the leader in ensuring **Psychological Safety** for team members to voice dissent.
• Managing internal dissent and building commitment for high-risk, irreversible decisions.
• Protocols for communicating the decision rationale and trade-offs to key stakeholders.

Unit 4: Risk and Trade-Off Management

• Applying expected value principles to evaluate options when probabilities are highly uncertain.
• Defining the level of **Risk Acceptance** required for the selected course of action.
• Developing robust **Contingency Plans** and monitoring triggers for potential failure of the chosen path.
• The importance of documenting the decision process, information sources, and dissenting opinions.
• Ethical considerations and balancing short-term tactical needs with long-term strategic integrity.

Unit 5: Post-Decision and Learning

• Conducting a formal **Decision Audit** post-crisis to assess decision quality, not just outcome.
• Analyzing the effectiveness of information flow and intelligence gathering protocols.
• Identifying the specific cognitive biases or organizational flaws that impacted decision-making.
• Integrating lessons learned to refine the organization's crisis decision models and protocols.
• Strategies for maintaining personal and team resilience through periods of high operational tempo.