A lecture for organisations · 90 minutes · On site / Online
Decision-Making Under Pressure and Uncertainty
The same decision keeps coming back to the management meeting, and still nobody can say who owns it. Meanwhile the calls that matter get postponed until the information is complete, which in this market it never is. This lecture treats deciding as a business skill with money attached rather than as a psychological exercise, because most of what a manager decides under pressure is really about exposure, opportunity cost and what happens if the call turns out wrong. Alex Slutsker, a business consultant, focuses on the distinction managers most often miss, which decisions are cheap to undo and which are not.
The content is matched in advance to your audience and goals on a short fitting call.
- Duration
- 90 minutes
- Format
- On site · Online
- Built for
- Managers, Executives
What your audience takes away
- ▸Tell a reversible decision from a one way door before committing to it.
- ▸Decide when you have enough information and stop gathering more.
- ▸Close a decision so it stops returning to every management meeting.
- ▸Explain a call made on partial information without losing your team's trust.
- ▸Review a past decision by its reasoning rather than by its outcome.
Who this lecture is for
Built for HR and training managers assembling a management development day for first line and mid level managers, and for the chief executive or VP HR opening or closing a management offsite. Organisational consultants and internal development units book it as a guest module inside a longer manager track. Welfare and events coordinators use it as the headline session at an annual conference. It also fits public sector and health fund training units, and chambers, incubators and accelerators running founder and manager cohorts.
Who delivers the lecture
Alexander Slutsker
Business consultant, entrepreneur and founder of Mobius Business Solutions
- ✓14 years of entrepreneurship and consulting, dozens of businesses and managers accompanied in Israel
- ✓MBA in Hi-Tech and Entrepreneurship
- ✓BBA in Marketing and Finance
What organisers say
Alexander's lecture is simply a must for every pre-army programme or youth centre. Our young people received an amazing, practical toolbox for adult life. The content is delivered in a fascinating way, at eye level.
How booking works
- 1
Get in touch
Send a WhatsApp message or use the form, with the date, the audience and the setting.
- 2
A short fitting call
On the call the content and examples are matched to your audience and goals.
- 3
The lecture is delivered
On site or online, 90 minutes, questions from the room included.
Worked with
- Google for Startups
- הבית לעסקים של עיריית שדרות
- Microsoft Reactor
- GameReady
- SderoTech
- IUCEL
- Resilience & Health Innovation Hub
- International Resilience Institute of Sderot
Want this lecture at your organisation?
Send a message with the date and the audience, and a short fitting call matches the content to your organisation.
More lectures in this area
Frequently asked questions
How do we stop the same decision from being reopened at every management meeting?
Usually it was never actually closed, only discussed until the meeting ended. A decision that survives needs a named owner, a stated basis, and an agreed trigger that would justify revisiting it. Without that last piece, anyone who is unhappy can reopen the subject simply by feeling differently this week, and eventually everybody does.
How much information is enough? Our managers keep waiting for more.
The useful question is not how much information exists but what would actually change if you had it. If a new piece of data would not change the choice, gathering it is procrastination with a spreadsheet attached. There is a practical way to test that, plus the harder discipline of setting the deadline for the call before the analysis begins.
Our managers escalate everything upward because nobody wants to be blamed for a wrong call. Is that addressed?
Directly, because it is a system problem wearing a personality costume. Where only outcomes are judged, escalation is the rational move for any careful manager. The work is on judging the reasoning at the time the decision was made, which is what makes it safe to decide at the level where the knowledge actually sits.
What changes when the pressure is financial, a cash gap or a frozen budget, rather than operational?
The clock changes and so does the order of the questions. A financial squeeze narrows options faster than an operational one and punishes delay much harder, so the sequence becomes exposure first, reversibility second, preference last. This is the angle most decision content skips entirely, and it is where a business consulting view differs from a psychological one.
How should decision authority be split between a manager and the team? Which calls do I delegate and which do I keep?
Reversibility is the cleanest test available. Calls that are cheap to undo belong as low as possible, where the knowledge is, and a manager who keeps taking them back trains the team to stop thinking. Expensive and hard to reverse calls stay with the manager. Saying out loud which is which removes most of the friction that otherwise gets read as a trust problem.
Part of the audience is experienced and part is new. Will it work?
Yes. The depth is set in advance on the fitting call, examples are matched to the sector, and the base assumes no prior knowledge. Audience questions give the experienced their room too.