Amy Nicholson was formerly the Product Manager for the Financial Times in the UK. She studied on the 5 day intensive Strategic Decision Making for Management course and is currently embarking on a MBA in the US.
A decision-making framework
I probably use at least one thing I learned on the course every day. One half was focused on the behavioural aspects of decision making and the other part was more mathematical, using a systematic approach to tackle complex decisions. When I make big decisions I use that learning as best I can, weighing out the things that are important to me and then comparing all the different options in the way we were shown.
I used to procrastinate when making decisions because I didn’t know how to go about it. Now the first thing I do is apply what I’ve learned, and even if I don’t go with the decision that comes out in the model, I feel more informed and confident about my choice. It gives me a starting point and something to build on.
There were three lecturers: Dr Barbara Fasolo, Dr Valentina Ferretti and Professor Gilberto Montibeller*. They were all fantastic and I loved the interplay between them. They tended to teach in pairs with one as leader and one as facilitator, with plenty of jokes and fun. There were no sessions where the energy dropped: even when it became very deep and mathematical the energy was high throughout.
On my table there were people from all over the world: the Netherlands, Nigeria, Canada and Moldova. It was a really global bunch. We had a policy maker, a banker, a CEO and someone who worked in oil and gas. It was not only globally diverse, but also in age and background. It made for great insights into how different people approach decision-making.
A springboard for success
I want to tell people about the Strategic Decision-Making for Management course because it was such a fantastic experience for me. It was planned and delivered incredibly well: the combination of learning and the social aspect made it a stand-out week.
I’ve just enrolled on a full-time MBA course and my time at LSE really started that ball rolling. The behavioural economics component in particular sparked a real interest for me. It’s not something I’d come across before and the path I’m on now would never have appeared if it weren’t for the exposure I had at LSE.
*Professor Paul Willman has replaced Professor Gilberto Montibeller on the course