Today, local problems and global challenges cannot be viewed and solved with reductionist mind-sets and disciplinary approaches. In this connected and dynamic world, complex decision making involves engaging with multiple stakeholders representing diverse domains with competing interests, often under uncertain and adversarial conditions. Worse, systemic delays and feedback cycles embedded in complex systems muddle decisions and their anticipated outcomes, causing unintended consequences. Leaders, managers and decision makers need to understand complexity and how to deal with it in the multi-stakeholder multi-agency scenarios that predominate today. In the words of the Australian Public Service Commissioner: “Tackling wicked problems requires thinking that is capable of grasping the big picture, including the interrelationships among the full range of causal factors underlying them. They often require broader, more collaborative, and innovative approaches.” Yet, despite sophisticated technology and seasoned managers, business and government decisions everywhere are fraught with failures and unintended consequences. These decisions have impacted our economy, the environment, society, and communities – locally and globally. There is a clear absence of scientifically-based tools for decision making in complex scenarios. This workshop presents a systems thinking approach for multi-stakeholder decision making, drawing from workshop leader’s decades of experience with business and government leaders around the world and more recently in the Asia Pacific region. The workshop introduces the 7 pitfalls of decision making and contrasts them with systems based principles of multi-stakeholder decision-making. The workshop is interactive and includes an overview of Systems Thinking practical tools as well as group activities and UNESCO sponsored case studies in Australia and Asia.