Thinking clearly with AI
Cognitive bias, innovation and bounded rationality.
Three and a half hours on thinking clearly with AI: bias and judgement in strategic choices, how AI reshapes decisions, innovation culture, bounded rationality and prospect theory.
- Level
- Focus
- Learning time
- 3 hours 30 minutes
- Where
- Strategy and the future
- Price
- £69
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Senior leaders, board members and decision makers across public service and voluntary organisations
Overview
AI can widen the options in front of a leader, but people still make the choice, and they bring their biases with them. This Focus comes from the Immerse Clear heads on AI and starts with Kahneman's System One and System Two, anchoring, sunk cost and groupthink, and Dr. Jonathan Huish's Cranfield research adapting the Kakabadse Top Team Framework. It then examines how AI reshapes strategic decisions through expanded options, real-time modelling and depoliticised stress-testing. Innovation culture follows, with the five discovery skills of The Innovator's DNA and Evelyn Glennie on constraint as creativity. The closing section explores Simon's satisficing, Mintzberg's decision model and Kahneman and Tversky's prospect theory.
Aims
This course sets out to help leaders keep clear heads as AI widens their options: recognising bias in board-level choices, using AI to test options rather than replace judgement, encouraging discovery and knowing when good enough is no longer good enough.
In summary, you will be able to:
- Identify anchoring, sunk cost and groupthink in board-level choices, drawing on Kahneman and the Kakabadse Top Team Framework.
- Use AI to expand options and stress-test strategic decisions while keeping accountability for judgement with people.
- Assess when satisficing serves a decision and when it does not, applying bounded rationality and prospect theory.
What you'll develop
Through this Focus course, you will build the ability to:
- Distinguish System 1 from System 2 thinking and identify when a strategic question is being answered by the wrong one.
- Describe the three practical shifts AI brings to strategy work and explain why none of them makes the choice for you.
- Describe the five discovery skills of associating, questioning, observing, experimenting and networking, and how a leader can model each one.
- Explain Simon's bounded rationality and distinguish satisficing from optimising by their stopping rules.
- Explain loss aversion, reference dependence and diminishing sensitivity, and how they depart from the classical rational model.
- Identify anchoring, sunk cost, confirmation bias and groupthink in board-level discussion and describe the guard against each.
- Explain what still holds, what gets riskier and what gets easier when AI meets established tools such as Five Forces, Cynefin and robustness analysis.
- Explain how trust, psychological safety, constraint and regular ideation rituals turn individual creativity into a shared team culture.
Built from 3 parts.
3 hours 30 minutes of learning.
- 01Judgement in a changing worldCognitive bias, judgement and AI in strategyBitesize · Strategic Thinking2 modules
- 02Room to tryLeading a culture of innovationBitesize · Creativity and Innovation1 module
- 03The minds behind our choicesBounded rationality and prospect theoryBitesize · Solving Complex Problems and Decision Making2 modules