Business leaders and managers make countless decisions, both large and small. Some of these decisions warrant careful consideration, and some can be nearly automated. Regardless of the differences among them, nearly all business decisions are complicated by the presence of uncertainty. Uncertainty exists in business because managers must choose a course of action before they can know exactly what outcome will transpire; put simply, it exists because the future is unknowable. By extension, managers must choose between competing courses of action before they can know which action will lead to the most-desired outcome. We say that uncertainty gives rise to risk: If we agree that a manager must choose a course of action without knowing its precise outcome, then risk is the degree to which the actual outcome might deviate from the manager’s expectations. This course seeks to improve on risk-taking behavior by introducing analytical methods that decision makers use to gain insight into risk and uncertainty and will help the student develop skill and sophistication in artfully using these methods. Students will indeed become better decision makers, and they will also gain the ability to proactively manage risk in creative ways. The course emphasizes the design of analyses to fit circumstances and interpretation of results; it does not emphasize the mastery of sophisticated mathematical techniques. It studies and integrates individual judgment and personal intuition in realistic business situations with the most-widely applicable methodologies of decision and risk analysis, probability and statistics, competitive analysis, and management science. The goal is always the quality of the decisions made in light of better analysis and deeper thinking, rather than simply the analysis itself.