Decision making
Align the team's decisions
When information silos and conformity pressure weaken a critical choice, make the differing expertise visible, structure the dissent, and build an accountable decision discipline.
Your learning route
The program order
Complete the programs in order to finish the route. Each one brings short lessons, applied practice and a realistic business case together.
Plus and Pro members can create a verifiable Stratify certificate when the route is complete.
- Program 01
Make information visible in the team
Foundational: you profile a decision with three questions and diagnose whether the information it needs sits in one place or is dispersed across many hands. By the end of this program you can choose among Delphi, prediction markets, incentivized estimates, and similarity-based forecasting to fit the situation, notice your own information filters, and set up meetings so the knowledge that never volunteers itself reaches the table.
- Is the information centralized or dispersed?
- Tools that gather dispersed knowledge
- Not knowing what you don't know
Apply it: Closing case: the knowledge that never reached the table
5 lessons · ≈3 hours
- Program 02
Turn conformity pressure into constructive dissent
Intermediate: learn how your choice of advisers and the pressure of hierarchy determine the quality of your judgment. By the end of this program you can explain why past success is a misleading proxy for good judgment, read the signs of suppressed dissent in a meeting, and set up a decision process that uses role-play and a devil's advocate to take the personal risk out of objection.
- The team that echoes you fails you
- Success is not proof of good judgment
- Building detachment
Apply it: Closing case: cracking the unanimity
4 lessons · ≈3 hours
- Program 03
Build an accountable decision discipline
Advanced: you learn why the option set presented to you is rarely complete and how to surface what is missing. By the end of this program you can dig out the stakes of the people presenting an option, weigh who will carry the execution at the moment of choice, and make the moments that demand speed safe with three questions.
- Other options almost always exist
- Who has a stake?
- Who will execute?
Apply it: Closing case: write the decision discipline
5 lessons · ≈3 hours