In November 2022, MDERS partnered with Harvard’s National Preparedness Leadership Initiative (NPLI) to host the Virtual Maryland-National Capital Region Emergency Response Meta-Leadership Education Series: Improving Decision Making.

This four-part, virtual interactive program introduces participants to the building block of sound decision-making and the tangible ways in which decision quality can be improved over time. The program explores various decision-making methods available to leaders and how to become more intentional about the use of each. By the end of the program, participants will understand how to instill and maintain decision discipline even in the challenging environment of a major incident. The series concludes with a scenario-based capstone exercise in which participants will apply the concepts and tools they have learned.

Please note in-person synchronous attendance is required to receive credit for this MDERS sponsored training event.
MODULE ONE: UNDERSTANDING A GREAT DECISION

In this session, participants are introduced to the building blocks of a great decision. The module will explore components of sound decision-making, such as clarity on the problem, building options, countering biases, using the proper decision-making method, and assigning the correct roles to the right people.

Learning Objectives:

  1. Discover the components of sound decision-making and the tangible ways in which decision quality can be improved over time.
  2. Learn the superpowers of the most influential decision-makers: generating options, overcoming biases, and avoiding decision fatigue.
  3. Gain an appreciation of the basics of decision science—the practices that systematically improve decision quality.

 

MODULE TWO: DECISION ROLES AND METHODS

In this session, participants are introduced to common roles in the decision process. The module will explore decision methods, such as command, consult, vote, and consensus and discuss when it is appropriate to use them. The session will conclude with a scenario-based group activity.

Learning Objectives:

  1. Understand the options for roles in decision-making and how to assign the best one for yourself and others.
  2. Explore the various decision-making methods available to leaders and how to become more intentional about the use of each.
  3. Learn how to incorporate decision quality metrics into hot washes and after-action reviews.
MODULE THREE: MASTERING HIGH STAKES DECISION MAKING

This session will apply the decision-making concepts from modules one and two to the distinct challenges of high-consequence situations. The module will explore contentious stakeholders, media exposure, political contingencies, and intense time pressure. The session will conclude with a scenario-based group activity.

Learning Objectives

  1. Understand how to instill and maintain decision discipline even in the challenging environment of a significant incident.
  2. Learn key techniques for “leading up” to help political officials and others with the “decider” role make the best possible decisions.
  3. Explore how to explain complex decisions to the media and the public.

 

 

MODULE FOUR: MASTER CLASS (BUILDING ROBUST CONNECTIVITY)

Participants will utilize all of the concepts and tools from the first three sessions in a scenario­based exercise. Assuming the role of a recently arrived leader at a department with historical issues dealing with the community; small groups will develop plans for engaging the boss and subordinates in undertaking a new direction. Other small groups will craft a plan for building trust with external stakeholders for the new initiative.

Learning Objectives

    1. Gain an appreciation of the building blocks of trust and how to use them to construct
      bridges that unite stakeholders to address common challenges.
    2. Identify the many mission-critical stakeholders – the people who follow you- and what motivates their support and involvement in the efforts you are leading.
    3. Create a concrete program for improving targeted relationships essential necessary to achieve mission objectives.