SPG Research Group · Judgment Diagnostic

How does your judgment actually work?

Six decision-science dimensions. Twenty-two scenarios. No obvious right answer.

This is not a personality quiz. It is a self-portable instrument grounded in decision-science constructs, built for people who make high-stakes calls and want an honest read on how they make them. Free results, no email required.

22scenarios
6dimensions
~12minutes
0email required for results

This is anonymous -- nothing is stored unless you purchase the full report. How we handle data

The Six Dimensions

What this instrument measures

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.

1. Calibration

Knowing what you don't know

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.

A well-calibrated executive says: "I have a strong read on our domestic market, but I don't have enough data on the international opportunity to commit to a number yet."

2. Disconfirmation

Updating against your own priors

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.

A high-disconfirmation thinker, after a call seems to be working, asks: "What would I need to see to know this call is wrong?"

3. Temporal Reasoning

Short, medium, and long-horizon thinking

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.

A high-temporal thinker evaluating a cost cut asks not just "does this save money this quarter" but "what does this signal to our best people, eighteen months from now?"

4. Decoupling

Separating ego and emotion from the call

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.

A high-decoupler who championed a failing strategy says, in the board meeting: "This isn't working and I was wrong. Here is what I think we should do instead."

5. Information Triage

Signal versus noise under overload

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.

Given 40 pages of due diligence and 48 hours to decide, a high-triage thinker identifies the three variables that actually determine the outcome.

6. Resolve

Deciding and owning it under uncertainty

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.

A high-resolve thinker in an ambiguous situation says: "We don't have all the information we want, but we have enough to commit. Here's my call. I'll own it."
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The Full Read

What your profile means in practice

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.

  • Macro interaction analysis across your most extreme dimensions
  • Three sequenced improvement actions per dimension
  • Interpreted validity panel -- what your response patterns show, framed as self-knowledge
  • A version you can keep and return to
$97 CAD
Already have your full report? A one-on-one debrief with Pablo Montreuil is available by booking a session -- proof of purchase required.
This instrument is grounded in decision-science constructs and designed for individual reflection and development. It is not a validated psychometric instrument and is not intended for use in employment selection or other high-stakes personnel decisions.