Before your board adopts an AI tool, a new decision-support system, or any major process change, you have one chance to measure how decisions actually get made today. This isn't a generic assessment -- it's a baseline, so that six or twelve months from now you can say what actually moved, not just what you assume moved.
Free results are anonymous. Because this instrument pairs a before/after measurement, purchasing a report keeps an organization-level record on file -- see how we handle data.
Each dimension is scored on a continuous scale, not a binary high or low. Read these before you start; the most accurate results come from answering the construct as defined here, not as you infer it. This is the same six-dimension instrument used in the standalone Judgment Diagnostic -- here, it's framed specifically as a before-state measurement.
The degree to which your confidence in a judgment matches your actual accuracy. Well-calibrated people say "I'm 70% sure" and are right about 70% of the time -- they neither overclaim certainty nor undersell genuine knowledge.
The willingness and ability to actively seek evidence that challenges a current belief, and to revise that belief when the evidence warrants it. Distinct from "open-mindedness" -- this is an active behavior, not a disposition.
The ability to reason across multiple time horizons at once and trace second-order effects -- what happens as a consequence of the consequence. Distinguishes those who optimize for now from those who play the long game.
The ability to evaluate a decision on its merits without the distortion of ego investment, identity attachment, or emotional state. High decouplers can change their mind without experiencing it as a defeat.
The ability to correctly identify which information is decision-relevant, weight it appropriately, and discard noise -- particularly under information overload. Distinct from intelligence; this is executive function under pressure.
The willingness to commit to a decision when information is incomplete, and to own the outcome. Distinct from recklessness -- high Resolve includes accepting the decision may be wrong while still making it.
The label above is the door. The full report is the room: a written synthesis of how your two or three most extreme dimensions interact in real decisions, three concrete development actions per dimension, and an interpreted read of your response patterns -- timestamped now, so it's there to compare against once the change has happened.