Decision Strategist-Decision-Making Insights

Example

Using Kahneman's 'Thinking, Fast and Slow' to identify cognitive biases that might affect a leadership team's decision on a merger, ensuring that choices are made on a rational basis rather than being swayed by emotional or superficial reasoning.

Scenario

In the context of a merger, a Decision Strategist would conduct a thorough analysis of both companies, market conditions, and potential synergies, while also considering psychological factors at play among the decision-makers.

Example

Employing Shane Parrish's Farnam Street mental models, like the Circle of Competence, to help a business leader recognize their strengths and weaknesses in knowledge areas relevant to their company's strategic direction.

Scenario

This might involve advising a CEO on focusing their company's efforts on core areas where they have the most expertise and market advantage, thereby avoiding overextension into unfamiliar territories.

Example

Offering nuanced perspectives on complex situations, like evaluating the pros and cons of adopting a new technology, by analyzing its potential impact on the business's operational efficiency, cost, and competitive advantage.

Scenario

When a company considers implementing a new technological solution, the Decision Strategist assesses how this decision aligns with the company's long-term goals and existing capabilities, ensuring a balanced view that includes potential risks and rewards.