Nothing kills momentum like a decision that won’t stay made.
Remade calls, meetings with sequels, momentum dying in the queue. DECIDER™ builds decision velocity — speed with direction: frame the problem once, weigh real options, make the call, review it so it stays made — and the next one comes faster.
Eight questions and we’ll tell you. You’ll get a read on where your team is stuck,
why, and the format we’d recommend. Skip it if you want; the full page is below.
About ninety seconds
No email required
Answers stay in your browser until you opt to talk to our team
1 of 8
Define the problem
Before we debate, we agree on what decision we’re actually making — and who owns the call.
Establish criteria
We name the criteria — and the trade-offs — before anyone falls in love with an option.
Identify options
We generate real alternatives instead of validating the obvious one.
Review the results
After the call, we review how it turned out — and keep the lesson.
Your goal
Why are you interested in Decision Making?
Scope
Who is this for?
Delivery
How do you picture it running?
Fit
How custom to your organization does this need to be?
Your read
Your format
Off the shelf fits you.
The Decision Making course as it ships — the same curriculum, assessment, and tools you can see in the demo below.
For your own development, the free path goes deep — field guides, the podcast, and course previews, no purchase required. When you’re ready to bring it to a team, we’re here.
Improve both the quality and the velocity of every decision you make. The model is the diagnosis, the curriculum, and the shared language.
DECIDERCritical Thinking™
1
Define the problem
Clearly articulate what decision actually has to be made.
2
Establish criteria
Name the standards every option will be judged against.
3
Choose priorities
Decide which criteria matter most, and what you'll trade off.
4
Identify options
Generate and explore real alternatives, not just the obvious one.
5
Decide on the best one
Score the options against your criteria and make the call.
6
Execute the decision
Implement the choice with clarity and alignment.
7
Review the results
Assess the outcome and extract the learning for next time.
1
DECIDERindex™ baseline (prework)
Each participant completes the DECIDERindex™ before the cohort begins, generating a personal baseline of their decision-making patterns.
2
Foundations: how we actually decide
Bounded rationality, System 1 and System 2 thinking, and the heuristics and biases that quietly distort everyday calls.
3
The DECIDER™ model, step by step
Work through all seven steps — define, establish, choose, identify, decide, execute, review — with an activity at each one.
4
Apply DECIDER™ to a live decision
Run the seven steps on a real decision you're currently facing and produce a DECIDER™ Report you can take to stakeholders.
5
Action plan and next steps
Turn your DECIDERindex™ results into a personal action plan and a path to scale the method across your team.
The learner journey
From gut calls to reviewed decisions.
The course isn’t content — it’s a sequence. Each stage does something the next one depends on.
Day 0
Assess
See it before you change it.
Development starts from the truth, not a hunch. Every learner baselines with DECIDERindex™ — where they’re strong, where they’re stuck — so the course lands on a real gap instead of a generic lesson.
Half-day
Learn
Learn it against your own results.
Lessons tie the framework to the learner’s own scores, and built-in reflection does the encoding — people remember what they connect to their own team, not what they’re told.
Days 1–90When the team starts debating…I will state who owns the call before we weigh options.
Commit
Turn insight into behavior.
Knowing doesn’t change behavior — practice does. Learners leave with “when X, I will Y” commitments and a weekly consistency check-in, thirty days at a time, until it’s habit.
Anytime
Toolkit
Keep the skill in the flow of work.
The Learner Toolkit turns the framework into a tool learners reuse on real decisions — interactive and repeatable, so the skill compounds after the course instead of fading.
Built for L&D and HR leaders evaluating for their organization: a one-hour live session with our team, plus a free Access Pass to experience the real thing yourself — your actual results, not a sample.
A one-hour live session with our team
A free Access Pass — the full DECIDERindex™, the full course, 30 days of action planning
Oct 6 · all weekCommitment check-in pushExecutive team
Nov 3 · all weekTool engagement sprint · commitmentsPeople leaders · wave 1
Dec 4 · 8:00 AM MTDECIDERindex™ re-takeExecutive team
Dec 19 · 9:00 AM MTDECIDERindex™ re-take opensPeople leaders · wave 1
Also scheduled: People leaders · wave 2 (140 · live-virtual · Q3) and All teams (900 · on-demand · Q4).
Delivery · people leaders, wave 1
One curriculum, three modalities.
Live-virtual
Next session Thu · 32 enrolled
Facilitated by your certified team
In person
On-site workshop · Oct 12
Your facilitators or LeaderFactor experts
On-demand
210 active learners
Self-paced, same curriculum and assessment
Presenter mode
Presenting · live-virtual
The DECIDER™ Model · Lesson 2
Define the Problem
Video · 5:56
Half the speed you’re missing is here
Key idea
A debate without a defined decision is an opinion contest with a calendar invite.
Name the decision, what it isn’t, and whose call it is — before debating.
System 1 serves the first plausible answer; the method forces alternatives.
Ambiguity about the owner is how calls get re-litigated for weeks.
Reflection Saved to your notes
Which recurring debate on your team is really an undefined decision?
Our quarterly roadmap fight. We argue rankings for two weeks because no one has said whether it’s the PM’s call or a vote.
This week’s tactic
Open your next decision meeting by stating the decision and its owner in one sentence.
← DECIDERindex™ baseline (prework)Foundations: how we actually decide →
Frame · 6 quick prompts
What decision are you trying to make?
Backfill the open team-lead role
Your problem statement
Here’s what we built.
Edit it directly — it’s yours to refine.
Our team-lead seat has been open for six weeks and coverage is slipping. We need a lead in place this quarter — without stalling the team’s current momentum or losing our strongest people.
What matters Add criteria across the four VCTR categories and weight each one — they must total 100%.
Value Benefits & gains
Capability lift for the team 30%
Add new +
Cost Financial & resource costs
Total comp and ramp cost 20%
Add new +
Risk Uncertainty & downsides
Ramp and retention risk 25%
Add new +
Time Speed & urgency
Time to full coverage 25%
Add new +
100%Weight your criteria
At least one criterion in each VCTR category
Decide · score the options
Score every option on every criterion.
CriteriaWtPromote from withinExternal hireSplit across two seniors
Capability lift for the team30%895
Total comp and ramp cost20%948
Ramp and retention risk25%654
Time to full coverage25%837
Weighted total7.75.55.9
Highest-rated option
Promote from within 7.7
Commit · execution plan
What happens in the first 30 days.
Highest-rated option
Promote from within 7.7
Name interim coverage for the teamYou · Aug 4
Draft the internal posting and criteriaSam · Aug 8
Add an action — owner and date optional…+
Team-lead backfill Decision summary
Highest-rated option
Promote from within
7.7weighted score
✎ Edit scores
Next steps
✎ Edit
1
Name interim coverage for the team
You · 8/4/2026
2
Draft the internal posting and criteria
Sam · 8/8/2026
Problem statement
✎ Edit
Our team-lead seat has been open for six weeks and coverage is slipping. We need a lead in place this quarter — without stalling the team’s current momentum or losing our strongest people.
Saved to your toolkit — every decision stays open to revisit and edit.
DECIDERindex™ · individual
Your individual DECIDERindex™ report.
66baseline
Dimension breakdown
01Problem Definition
Do I define the real problem, not the symptom?
74baseline
Your self-baseline — the re-take at 90 days shows the movement.
02Criteria Establishment
Do I name standards before options?
66baseline
Your self-baseline — the re-take at 90 days shows the movement.
03Prioritization
Do I make the trade-offs explicit?
58baseline
Your self-baseline — the re-take at 90 days shows the movement.
04Option Generation
Do I generate real alternatives?
62baseline
Your self-baseline — the re-take at 90 days shows the movement.
05Decision Quality
Do I select rigorously, with clear rationale?
71baseline
Your self-baseline — the re-take at 90 days shows the movement.
06Execution Planning
Do decisions land with owners and timelines?
79baseline
Your self-baseline — the re-take at 90 days shows the movement.
07Review & Learning
Do I close the loop and keep the lesson?
51baseline
Your self-baseline — the re-take at 90 days shows the movement.
In their words · qualitative
“What happens after I make a decision?”
Honestly — it depends who didn’t like it. Some of my calls get re-made twice a month.
Once something is truly decided we move fast. The wobble is what counts as decided.
“What’s working that I should keep?”
Writing the decision down with who owns it. The one-pager habit killed half our re-litigating.
Illustrative sample data, normalized to 0–100 for display — each instrument reports on its own scale.
In the flow of work
Your Behavioral Change Center
2/3 Active Commitments
1/2 Check-ins This Week
3 Week Streak!
Name the owner first.
When the team starts debating, I will state who owns the call before we weigh options.
How consistently did you name the owner first this week?
11/30 days complete2/5 active weeks Checked in
Three options minimum.
When we face a real decision, I will require three genuine alternatives before we choose.
How consistently did you force real options this week?
6/30 days complete1/5 active weeks Checked in
+
Start working on a new commitment
You have 12 planned skills — time to get started.
Planned commitments
Saved for later. When you're ready, move one to your plan.
CommitmentDescriptionSkill & score
Name the decision owner before the debate.When the team starts debating, I will state who owns the call before… Decision Making 61/100
Diagnose the layer before pushing harder.When a change stalls, I will name the layer it’s stuck in — technical, behavioral, or… Change Management 59/100
Sharing & access — your manager can see your active, planned, and past commitments. Peers see only what you share.
DECIDERindex™ · aggregate reporting
Every cohort, measured.
FY26▾All cohorts▾Rater type▾Compare to benchmark▾
DECIDERindex™ movement+10.061.4 → 71.4 org avg
Assessment completion87%412 of 474 invited
On-demand completion74%351 finished the course
Active commitments8122.1 per learner
Weekly check-in rate68%of active commitments
Pre / post by stage
Baseline90-dayBenchmark
Problem Definition+8
Criteria Establishment+11
Prioritization+9
Option Generation+12
Decision Quality+10
At baseline0 of 5stages at or above benchmark→At 90 days5 of 5stages at or above benchmark
Benchmark = the DECIDERindex™ research base across participating organizations.
Participation & engagement
474 invited
Assessment completed87%412 / 474
On-demand course completed74%351 / 474
Commitments set82%388 learners
Weekly check-ins logged68%4-week rolling
Re-assessment completed61%289 / 474
By cohort
4 cohorts · 3 modalities
CohortLearnersAssessmentOn-demandCheck-insPSindex® pre → post
Your facilitators, certified to run DECIDER Critical Thinking™ in-house.
Certify your own people once, and deliver it to every Access Pass cohort on your own cadence — same curriculum, decks, and facilitator resources our experts use.
One pass per learner covers the whole system for this skill — assessment, course, tools, and reporting. Certification and delivery options layer on top.
It depends which problem you mean. In operations, problem solving training usually means root-cause analysis for production lines. This is the other kind — decision-making training for leaders, a repeatable method for defining the problem, weighing options against explicit criteria, making the call, and reviewing the outcome. If you need Six Sigma for engineers, this isn't it; if you need managers who make better calls faster, it is.
What is the DECIDER decision-making model?
DECIDER™ is a seven-step decision-making method — Define the problem, Establish criteria, Choose priorities, Identify options, Decide on the best one, Execute, and Review the results. It's grounded in the decision science of Kahneman, Tversky, and Simon — bounded rationality, System 1 and System 2 thinking, and the biases that quietly distort everyday calls — turned into a discipline teams can run the same way every time.
How is this different from a generic decision-making workshop we could build in-house?
It's a system, not an event. Participants learn the proprietary DECIDER™ framework, get measured on the DECIDERindex™, and apply the seven steps to a real decision — so what you scale is a shared method and a behavior change, not a one-off slide deck.
How do we know it will stick?
Every participant takes the DECIDERindex™ before and after, and applies the method to a decision they're actually facing during the course. Re-measuring the DECIDERindex™ later shows the behavior change against each person's own baseline — the measurement is the proof.
How does it scale, and how does it fit our admin and systems?
It runs live-virtual, on-demand, or in-person, and it's delivered on leaderfactor.app — so administration, enrollment, the DECIDERindex™, and org-level reporting all live in one place as you roll it out across teams.
Custom builds
Have your own content? We build on it.
Your frameworks, your language, your brand — built into a custom course on the same instructional system, assessment engine, and platform that runs DECIDER Critical Thinking™.
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Decision Making 61/100 
Change Management 59/100 
