EDPN Roundtable 2014
The first Conference of the European Decision Professionals Network (EDPN) was a big success. It is therefore with great pleasure that we announce the next EDPN event:
Intuition or Analysis? –
How executives make strategic decisions
EDPN will be hosting its yearly event on Thursday 20 February 2014 in Rotterdam. As this theme lends itself best to an intensive and short programme, this EDPN event is limited to one day only. The Roundtable will be held at the prestigious Faculty Club of the Erasmus University (EUR) in Rotterdam, the Netherlands.
If you wish to attend the Roundtable, you may register via www.regonline.com/EDPN2014. The participant fee for the roundtable is € 125. Please be sure to register soon, as places for this event are limited!
Don’t miss this opportunity to meet with and learn from other decision professionals and contribute to the European network for experts in the area of decision making.
The focus of the Roundtable will be on how executives make strategic decisions. Do they mostly rely on intuition or rather on analysis? We will be discussing the human bias in (executive) decision making as well as what executives need to make strategic decisions. We will also be addressing which capabilities decision professionals need to support executives in making these decisions.
We are very pleased to welcome Prof. Rikard Larsson from Lund University and Prof. Eugene Sadler-Smith from the University of Surrey as our keynote speakers this year. Click here for speakers biographies.
Intuition and/or Analysis in the Seasoned Executive’s Decision Styles – Professor Rikard Larsson
Professor Rikard Larsson (University of Lund, Sweden, and CEO of Decision Dynamics) will present the research reported in “KENNETH R. BROUSSEAU, MICHAEL J. DRIVER, GARY HOURIHAN, AND RIKARD LARSSON; The Seasoned Executive’s Decision Making Style; Harvard Business Review, February 2006”.
“For this study, we tapped Korn/Ferry International’s database of detailed information on more than 200,000 predominantly North American executives, managers, and business professionals in a huge array of industries and in companies ranging from the Fortune 100 to startups. We examined educational backgrounds, career histories, and income, as well as standardized behavioral assessment profiles for each individual. We whittled the database down to just over 120,000 individuals currently employed in one of five levels of management from entry level to the top. We then looked at the profiles of people at those five levels of management. This put us in an excellent position to draw conclusions about the behavioral qualities needed for success at each level and to see how those qualities change from one management level to another. These patterns are not flukes. When we computed standard analyses of variance to determine whether these differences occurred by chance, the computer spit out nothing but zeroes, even when the probability numbers were worked out to ten decimal points. That means that the probability of the patterns occurring by chance is less than one in 10 billion. Our conclusion: The observed patterns come as close to statistical fact (as opposed to inference) as we have ever seen”.
Intuition: friend or foe in organizational decision making? – Professor Eugene Sadler -Smith
Many leaders and managers believe that intuition – often described as “gut instinct” – is indispensable when making business decisions. But while the anecdotes of the likes of Virgin’s Sir Richard Branson, Apple’s Steve Jobs or former GE boss Jack Welch can be compelling, harder evidence is needed. What exactly is intuition, how does it work – and can it be developed? How can we work towards using intuition as a credible basis for decision-making, creative thinking and ethical leadership? How can we enable leaders to develop and deploy ‘informed intuition’ and hone their ‘intuitive intelligence’?
You may view the complete programme for the EDPN Roundtable 2014 here.