Our diagnostics are designed to make upstream decision weaknesses visible, while there is still time to correct them. Rather than evaluating people or prescribing solutions, we help organisations surface patterns in how decisions are framed, discussed, and carried forward.

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We look at the decision system: how judgement, interaction, and context combine to shape choices in real work settings.

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What we look at

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Decision-making rarely breaks down in a single place.
More often, difficulties emerge from the interaction between individual judgement, interaction, and context.

Our diagnostics use these three layers as a way of organising attention.

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1. Judgement
How decisions are framed, how uncertainty is handled, and how confidence is calibrated.
We look at whether people rely on structured reasoning or informal habit, and whether learning from past decisions is systematic or accidental.

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2. Interaction
How decisions are discussed with others.
We explore meeting dynamics, challenge and dissent, escalation patterns, and how trade-offs are surfaced or avoided.

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3. Context
The organisational conditions that quietly shape behaviour.
This includes incentives, norms, routines, timelines, and feedback mechanisms that either support good judgement or undermine it.

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Not every diagnostic emphasises all three equally. What matters is understanding how they interact in the situation at hand.

 

How the diagnostics work

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Diagnostics are adapted to the organisation and the question at hand.

They may involve a combination of:

• Structured surveys and decision audits

• Interviews and facilitated sense-making sessions

• Review of decision processes, artefacts, or  routines

• Light-touch observational analysis of meetings or workflows

 

The aim is not to score or rank people and routines, but to develop a clearer picture of how decisions tend to unfold and where friction or blind spots might arise.

 

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What organisations typically gain

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A clear diagnostic gives organisations:

• A shared language for discussing decision quality

• Early visibility into decision risks that don’t show up in performance metrics

• Evidence-informed insight into where improvement efforts are most likely to matter

• A foundation for targeted interventions, rather than generic training

 

In short, diagnostics help organisations stop guessing where decision problems lie and start addressing the right ones. For many teams, the value lies as much in the conversation the diagnostic enables as in any specific finding.

 

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When diagnostics are most useful

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Diagnostics are particularly valuable when organisations are:

• Preparing people for increased decision responsibility

• Experiencing recurring decision failures without clear causes

• Introducing new tools, governance structures, or AI-supported workflows

• Trying to learn from experience more systematically

 

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A note on approach

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We don’t offer diagnostic tools as shortcuts or checklists.
Decision-making is context-dependent, and meaningful diagnosis requires care, nuance, and professional judgement.

Our role is to help organisations see their decision system clearly, so that improvement efforts are grounded in reality rather than assumption.

 

 

Next steps

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If you’re interested in exploring whether a diagnostic would be useful in your context, we’re happy to have an initial conversation.

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