• Post category:StudyBullet-14
  • Reading time:8 mins read


Best Practices from Johnson & Johnson, Kepner & Tregoe, Probabilistic Models and Game Theory

What you will learn

Thriving in uncertain circumstances

Effectively analyzing situations before making decisions

Making decisions in a timely manner (avoids over analysis or procrastination

Communicating complex ideas in a manner that can be easily understood

Description

Want to do well in Professional and Personal life by learning Mastering Complexity?

Take a look at this course only where you will

· Not only learn how to master complexity with concrete actionable advice, tools, techniques, processes and methodologies but also

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I came across the concept of Mastering Complexity when J&J World Wide rolled out Standards of Leadership for all Business and Functional Leaders in every country. We were assessed on how well did we master the complexity of our roles and made plans to improve.

I was fortunate to have learnt some of the tools like Kepner & Tregoe Rational Thinking for mastering complexity when I was in Unilever earlier and had been using in my work gainfully at J&J also. We rolled out these tools for all the managers and leaders who worked with me for a all improvement in our professional and personal lives.

I bring all those learnings to you in this course so that you can also master complexity of your lives and do better professionally and personally

Preview for yourself First Two lectures free. If you like the content, enroll for the course, enjoy and skill yourself to do better professionally and personally by mastering complexity! If don’t like the content, please message about how can we modify it to meet your expectations.

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English
language

Content

Introduction

Introduction

Overview

Overview
Overview

Thriving in Uncertain Situations

Thriving in Uncertain Situations I
Thriving in Uncertain Situations I
Thriving in Uncertain Situations II
Thriving in Uncertain Situations II
Thriving in Uncertain Situations III
Thriving in Uncertain Situations III

Analyzing Situations Effectively

Analyzing Situations Effectively I
Analyzing Situations Effectively I
Analyzing Situations Effectively II
Analyzing Situations Effectively II
Analyzing Situations Effectively III
Analyzing Situations Effectively III
Analyzing Situations Effectively IV
Analyzing Situations Effectively IV
Analyzing Situations Effectively V
Analyzing Situations Effectively V
Analyzing Situations Effectively VI
Analyzing Situations Effectively VI
Analyzing Situations Effectively VII
Analyzing Situations Effectively VII
Analyzing Situations Effectively VIII
Analyzing Situations Effectively VIII
Analyzing Situations Effectively IX
Analyzing Situations Effectively IX
Analyzing Situations Effectively X
Analyzing Situations Effectively X
Analyzing Situations Effectively XI
Analyzing Situations Effectively XI
Analyzing Situations Effectively XII
Analyzing Situations Effectively XII
Analyzing Situations Effectively XIII
Analyzing Situations Effectively XIII

Making Decisions Timely

Making Decisions Timely I
Making Decisions Timely I
Making Decisions Timely II
Making Decisions Timely II
Making Decisions Timely III
Making Decisions Timely III
Making Decisions Timely IV
Making Decisions Timely IV
Making Decisions Timely V
Making Decisions Timely V
Making Decisions Timely VI
Making Decisions Timely VI
Making Decisions Timely VII
Making Decisions Timely VII
Making Decisions Timely VIII
Making Decisions Timely VIII
Making Decisions Timely IX
Making Decisions Timely IX
Making Decisions Timely X
Making Decisions Timely X
Making Decisions Timely XI
Making Decisions Timely XI
Making Decisions Timely XII
Making Decisions Timely XII

Communicating Complex Ideas Effectively

Communicating Complex Ideas Effectively I
Communicating Complex Ideas Effectively I
Communicating Complex Ideas Effectively II
Communicating Complex Ideas Effectively II
Communicating Complex Ideas Effectively III
Communicating Complex Ideas Effectively III
Communicating Complex Ideas Effectively IV

Summary

Summary