Humanities & Soft Skills

Making decisions in today's world, a world increasing in complexity, with broad changes and uncertainty, creates the need of approaches that allow us to discern the real problems and the causes that create them. Identifying these problems, in most cases, requires challenging the assumptions on which we base our judgments, regarding the world and its realities.

Critical thinking could be defined, as "that way of thinking - on any subject, content or problem - in which the thinker improves the quality of his thinking by seizing the inherent structures of the act of thinking and by subjecting them to intellectual standards". Critical thinking helps making decisions within a company, selecting the best action for the organization.

In this course of critical thinking the students will learn the tendencies, approximations and assumptions on which their reflections are based, and the conditions and the outcomes derived from their ways of thinking. This reflective thought is the active, careful and persistent examination of all beliefs in the light of the fundamentals that support them and their conclusions.

The reasoned decisions that the world requires, occur in many different areas, especially in business decisions, related to strategies, in the solution of problems in organizations, in the solution of social problems and in corporations’ social and ethical responsibility. In this online course the approaches will be oriented to analyze the critical thinking required in these areas.

Interpersonal communication is one of the most important management skills: everyday we relate with our bosses, collaborators, customers and colleagues.

Being a good communicator is synonym to being a good leader.

Interpersonal and group communication helps us to create better business environments, and therefore, to have better results.

It describes the elements of the Leadership model oriented towards human flourishing, in order to develop leaders who achieve better results.

We are facing a world leadership crisis, due to (among other factors) the volatile, uncertain, complex, and ambiguous context we are living in.

The world needs self-aware leaders who are also aware of their environment, immersed in a permanent learning process, who are committed, resilient, with a positive vision of the present and the future, who find meaning in their life mission, and who flourish by contributing to the flourishing of others.

This course will bring the necessary tools to develop a human-flourishing-oriented-leadership.

We start making negotiations as soon as our day begins, through all our interactions, either work, social, or family-related. But have you ever wondered how efficiently you negotiate, and whether you could be better at it? This is a straightforward opportunity to put into practice all the knowledge you have acquired, and to confirm that the negotiation process is dynamic and can always be improved.

The course integrates the most recent advances in the development of negotiation skills, based on modern life complexities, in a simple and direct way.

We start out with the structure of effective communication in a negotiation, with the intention of identifying our opportunity areas, and improving them through active learning mechanisms.

And what can we say about the role emotions play in a negotiation process? It is necessary to acknowledge , manage, and take advantage of them by using emotional intelligence mechanisms.

Negotiation, by definition, implies the relationship between two or more parties who eventually express opposing interests and demand skills for problem-solving. In this course you will learn to identify and manage its irreversible consequences in advance.

The dilemma of the negotiator is a phenomenon that is derived from the tension that arises when, in the light of a specific situation, the optimum negotiation strategy must be discerned. The term was made popular by Professors David Lax and James Sebenius, of the Harvard Business School, to exemplify the dilemma between cooperating and competing in a negotiation.

In this course, we first analyze the structure of the Dual Matrix that brings forth the five negotiation strategies, identifying the strengths and weaknesses of each, and the situations in which they work out best.

We study the behaviours that lead to each strategy in order to reflect about our negotiation profile, which has historically driven us to use a preferential strategy, but which is not necessarily yielding the results expected.

The participant will develop competences for strategic decision making, which will enable him to achieve the greatest benefit from a negotiation, in terms of creation of value and satisfaction between the parties involved.