Most workplace problems are not solved — they are recycled. A symptom gets patched, a person gets blamed, a process gets a new step bolted on, and three months later the same issue resurfaces wearing a different costume.

The cause is rarely effort. It is structure. Managers are promoted for execution, not for analysis — and rarely taught how to define a problem precisely, separate fact from assumption, take multiple perspectives, and convert insight into action that holds.

This 2-day programme closes that gap through a single arc — Diagnose, then Decide. Day 1 trains the eye. Day 2 trains the hand. Every session ends with participants having produced something they will use the following Monday.

Objective

By the end of the programme, participants will be able to:

• Distinguish symptoms from root causes, and identify the cognitive biases that distort managerial judgment.
• Apply five structured analysis tools — 5 Whys, Fishbone, Pareto, FMEA, and Issue Trees — to a live workplace problem.
• Reframe a complex problem from at least three independent perspectives before deciding.
• Use a weighted decision matrix and a pre-mortem to stress-test choices under uncertainty.
• Construct a complete Corrective Action Plan with SMART actions, owners, indicators, and review cadence.
• Facilitate a structured group decision and defend a recommendation to a sceptical stakeholder.

Outline

The same case study runs across both days. Each participant brings one real workplace problem that becomes their personal through-line.

Day 1 — Diagnose: See clearly, frame sharply

Participant produces: A root-cause map of a real workplace problem

S1 — The Critical Thinker's Mindset
• What critical thinking is — and the four things it is often confused with
• The five biases that distort managerial judgment most often: confirmation, availability, anchoring, sunk cost, status-quo
• Activity: each participant audits one decision they made in the last 30 days for bias

S2 — Defining the Real Problem
• SCQ framework — Situation, Complication, Question — for tight problem definition
• Why the wording of a problem statement biases the entire analysis
• The 5 Whys — common failure modes and how to avoid inventing a fictitious root cause
• Activity: each participant writes their workplace problem in three different framings

S3 — Structured Analysis Toolkit
• Pareto — when 80/20 applies, and when it misleads
• Fishbone (Ishikawa) — six-bone for service environments, four-bone for operational ones
• FMEA for high-risk decisions
• MECE thinking and Issue Trees — the consultant's workhorse
• Activity: each participant builds a complete issue tree on their own real problem

S4 — Evidence over Opinion
• The fact / assumption / hypothesis ladder
• Source credibility: weighing internal data, anecdote, and external benchmarks
• Quantifying the qualitative — turning soft signals into testable propositions
• Activity: tables work a shared case study and produce a one-page evidence-backed root cause analysis
 
Day 2 — Decide: Choose wisely, act confidently

Participant produces: A complete Corrective Action Plan, defended live

S5 — Multilateral Perspective-Taking
• Six Thinking Hats — used as a discipline, not a gimmick
• Stakeholder mapping using a power / interest grid + RACI overlay
• Steel-manning — building the strongest possible version of the opposing argument
• Activity: three independent perspectives on yesterday's problem; tables identify which was missing entirely

S6 — Decision-Making Under Uncertainty
• Weighted decision matrices — choosing criteria, assigning weights, scoring honestly
• Risk-adjusted cost-benefit thinking when upside and downside are not symmetrical
• The pre-mortem — assume the decision failed; work backwards to surface what killed it
• Group facilitation methods: nominal group, dot voting, fist-to-five, and when each works
• Activity: each table runs a structured group decision; one participant facilitates

S7 — Corrective Action Plans That Stick
• The five components of a CAP: problem, root cause, action, owner, review cadence
• SMART actions and RACI ownership applied with discipline
• Leading vs lagging indicators — what to track weekly vs report monthly
• PDCA — the review rhythm that prevents quiet death
• Activity: each participant writes a complete CAP for their own problem; peer-reviewed using a checklist

S8 — Persuasion, Pitch & Practice
• PREP — Point, Reason, Example, Point — for compressed influence in 90 seconds
• Pre-empting the three objections every CAP attracts: too expensive, not the real problem, we tried that
• Holding ground without becoming defensive
• Live role-play: each participant defends their CAP to a sceptical leader — three-minute pitch, three-minute challenge, two-minute feedback
• Programme close: one Monday commitment + one assumption to test in the next 30 days

Who should attend

Methodology

Built on signature pedagogy: inductive sequencing, hands-on practice on real content, and a 70/20/10 split — 70% practice, 20% discussion and debrief, 10% concept and theory.

• Inductive sequencing — every session opens with a concrete experience before any framework is named
• Real content, not sample exercises — participants work on one actual workplace problem across both days
• Hot Seat format — at least once per session, one participant's work is reviewed in front of the room
• Pair → table → room rhythm — every insight is processed at four levels of intensity, the strongest predictor of workplace transfer

Tools & Resources Provided
• Participant Learner Guide (printed + digital)
• Editable templates: Issue Tree, Fishbone, FMEA, Decision Matrix, CAP
• PREP and pre-mortem one-page job aids
• CAP peer-review checklist
• 30-day post-programme application worksheet
• Optional: 30-minute follow-up call with the facilitator at week four

Testimonial

“I am delighted to write this testimonial for Andrew Chow, whose expertise in leveraging ChatGPT has significantly improved my productivity as a professional speaker and trainer. Andrew generously shared his knowledge, templates, and guidance, and answered my questions, leading to a remarkable transformation in my work.”
- James Leong C FOO Professor-Author, Financial Trainer and Keynote Speaker


Recently, we had a combined Agency Leaders’ event & we invited Andrew back to our office to conduct a full day of training on ChatGPT. He took us on a remarkable journey, showcasing the practical applications of ChatGPT in various aspects of our work, including recruitment and event planning, among others. We were truly amazed by his deep expertise and hands-on approach.

As a trainer, Andrew is a true gem. He generously shares his expertise and goes above and beyond to tailor the training to meet the specific needs of agency leaders in the financial services industry. His dedication and vast knowledge have empowered us to thrive in the ever-evolving digital landscape.

If you're searching for someone to elevate your branding efforts and harness the power of ChatGPT to revolutionize your work processes, look no further, Andrew is the man! His insights and guidance will propel you toward greater success.
-Alvin YEO SK Founder, AYO Advisory (representing HSBC Life)

Speaker Profile

Andrew Chow is the Founder of AP Academy Pte Ltd, a Certified Speaking Professional (CSP), and Past President of Asia Professional Speakers Singapore. Over 35+ years he has trained more than 100,000 professionals across 20+ countries, authored four books, and developed proprietary frameworks adopted across financial services, government, technology and L&D. He facilitates this programme personally.