A time to decide
Decision Intelligence
Make sense of what matters before deciding what comes next.
Important decisions rarely come with a complete picture. Evidence may be scattered, people may see the same circumstances differently, and sometimes the question itself needs another look.
We help people bring research, data, experience, and different perspectives together. We explore what matters and why, examine how well conclusions are supported, and make room for what remains uncertain.
Our aim is to strengthen people’s understanding and judgement as they consider their choices and take responsibility for what follows.
Our approach
We begin by asking what needs to be understood, why it matters, and who will be affected by the decisions ahead. We listen to the people involved, clarify the questions worth exploring, and consider what information and perspectives may be missing.
We draw on research, data, consultation, and practical experience to develop a fuller picture. We also help people clarify how they describe their work, whom it affects, and what they hope to influence, so that important connections become easier to see. Sometimes the most useful insight comes from a pattern in the evidence. Sometimes it comes from someone whose experience has gone unheard.
We distinguish what is known, what is assumed, and what remains uncertain. Sometimes the most important finding is not what the evidence tells us, but what we still need to understand.
Technology, including artificial intelligence, can help us gather, organize, and examine information. In our AI-assisted assessment work, factual claims are checked against their cited sources, unsupported claims are referred for review, and people retain responsibility for approving the work. Technology serves the thinking; people exercise judgement and make the decisions.
We take constraints seriously, including limited time, resources, and information. We also look for overlooked strengths, partnerships, and possibilities. The aim is not to eliminate uncertainty, but to help people understand their choices and act responsibly in light of what they know.
What this can strengthen
- A clearer understanding of complex situations, competing needs, and emerging possibilities.
- Decisions informed by credible evidence, human experience, and diverse perspectives.
- Greater awareness of assumptions, uncertainties, and the consequences of different choices.
- People’s confidence and capacity to exercise sound judgement and take responsibility for what follows.
What the work may involve
Depending on the circumstances, we may draw on research, data, interest-holder consultation, environmental analysis, organizational experience, and business or market intelligence. We examine patterns, explore competing explanations, and consider what the available evidence can—and cannot—tell us.
Some engagements focus on a particular decision or question. Others call for more comprehensive work, such as a situational assessment, to bring together evidence, context, and different perspectives.
We help people make sense of what emerges, consider its implications, and determine what deserves further attention. The aim is to strengthen their understanding and judgement, not replace either.
People behind this work
Questions (8)
What is Decision Intelligence?
Decision Intelligence brings evidence, experience, and thoughtful analysis together to help people understand a situation and make better-informed choices.
It is not simply a matter of collecting more data. It involves asking useful questions, considering different perspectives, recognizing uncertainty, and exercising judgement about what matters.
How is Decision Intelligence different from Strategic Planning?
Decision Intelligence helps people understand a situation, examine evidence, and clarify the choices before them.
Strategic Planning builds on that understanding to consider purpose, priorities, and direction over time.
The two often complement one another, but a Decision Intelligence engagement need not lead to a strategic planning process.
How do you use artificial intelligence?
We use AI where it can usefully support research, organization, and analysis. In our AI-assisted evidence assessments, claims are checked against identifiable source passages, exceptions are referred for human review, and a person approves the work before it informs decisions.
These safeguards help us answer an essential question: How do we know that?
They make the evidence easier to examine and challenge. They do not guarantee that every source is correct or that every uncertainty has been resolved.
What if we have incomplete or conflicting information?
That is often part of the reason to undertake this work.
We help distinguish what is known from what is assumed, identify important gaps, and consider whether further investigation would be worthwhile. Sometimes decisions must be made despite uncertainty. Our role is to help people understand that uncertainty rather than conceal it.
How are people affected by a decision involved?
Their experiences and perspectives can be essential to understanding the situation.
We work with clients to determine whose voices should be heard, how they can contribute meaningfully, and how their circumstances and interests will be respected.
Consultation should inform understanding and judgement, not merely create the appearance of participation.
Do you offer Situational Assessments?
Yes. Situational Assessments are one application of our Decision Intelligence work. They can bring together research, data, consultation, and analysis to help organizations understand complex circumstances and consider their options.
We also undertake more focused Decision Intelligence engagements where a full assessment is not required.
How long does the work take, and what does it cost?
That depends on the question, the information available, the people involved, and the scope of the work. After an initial conversation, we can propose an appropriate approach, timeline, and fee for consideration.
What resources do you recommend for learning more about Decision Intelligence?
- Benjamin, R. (2019). Race after technology: Abolitionist tools for the New Jim Code. Polity.
- Buolamwini, J. (2023). Unmasking AI: My mission to protect what is human in a world of machines. Random House.
- Dalio, R. (2017). Principles: Life and work. Simon & Schuster.
- Harari, Y. N. (2024). Nexus: A brief history of information networks from the Stone Age to AI. Random House.
- Meadows, D. H. (2008). Thinking in systems: A primer (D. Wright, Ed.). Chelsea Green Publishing.
- Noble, S. U. (2018). Algorithms of oppression: How search engines reinforce racism. New York University Press.
- O’Neil, C. (2017). Weapons of math destruction: How big data increases inequality and threatens democracy. Broadway Books.
- Shaw, J. (2016). The memory illusion: Remembering, forgetting, and the science of false memory. Random House Books.
- Sinek, S. (2025). Start with why: How great leaders inspire everyone to take action (15th anniversary ed.). Portfolio.
- Tetlock, P. E., & Gardner, D. (2015). Superforecasting: The art and science of prediction. Crown.
Pay It Forward
We stand on the shoulders of giants.
Whenever possible, we offer discounted rates to under-resourced organizations.
We are grateful to servant leaders who have guided us through our own seasons of change.
In their spirit, we strive to make our services more accessible by offering discounted rates to under-resourced organizations whenever possible. We especially hope to support organizations serving 2SLGBTQI+ people, people with developmental disabilities or mental health needs, migrant workers, refugees, and youth, as well as Indigenous-led organizations and those serving Indigenous communities.
If you are an individual facing financial barriers that have kept you from accessing coaching, mentoring, or learning opportunities, we would be happy to discuss options.
Please reach out to explore how we might serve alongside you or your team.
Curious about your next steps?
Start a conversation.
Tell us what you’re facing. We’ll listen, explore what matters, and consider together whether there’s a useful way for us to help.
A first, 30-minute conversation is free of charge.
