A collection of service solutions that are bold, innovative and edgy.

05 | Wise Decision Making: building speak-up cultures with wise decision making


Key Concepts:

  • Recent actions in the global markets arena has led to stricter controls, oversight and legal action by regulators,
  • Regulators agree that organisational culture and systemic factors are (most) significant in shaping moral awareness, moral reasoning and moral action,
  • Traditional approaches to teaching individuals ethics and good decision making have had patchy results,
  • Rationally based decision making skills do not provide the capacity to make wise choices in VUCA (volatile, uncertain,complex,ambiguous) environments,
  • Recent research in moral psychology, behavioural ethics and neuroscience has led to the focus being shifted towards awareness of brain functioning (thinking fast and slow), moral intuition (inbuilt visceral responses) and a framework and reflective dialogue that encourages decision-making in complexity,
  • Wise decisions are more frequent when people are self aware, understand the strengths and limits of human cognitive functions, and develop understanding of cognitive bias, perspective taking and reflective dialogue.
  • Therefore an integrated approach that addresses systemic, cultural factors and individual behaviours is required.


To enable a responsive, ethically compliant and commercially sustainable culture in which people in organisations manage risk through learning and practicing the framework and the skills of wise decision making.

  1. Objectives:
    Our program is designed to:
    Map the decision making network across the organisation to identify areas of high and low connectivity that may indicate likelihood of high risk behaviours,
  2. Identify Key Cultural Influencers (KCI’s) as well as those considered as positive Risk Champions (RC’s) and analyse the alignment of these groups. Mostly they do not align. The question becomes, are the most influential people in your culture promoting prudent risk behaviours?
  3. Develop through consultation a series of cultural “nudges” to encourage moral awareness based on behavioural economics research
  4. Build the capacity of Risk Champions to promote a ‘healthy’ risk culture through a series of collaborative forums and practical workshops in which they have the opportunity to brainstorm design solutions as well as learn the mindset and skills of ethical conversations and wise decision making,
  5. Invite a small group of interested Risk Champions to in depth training as Decisions Advocates to be tactically located across the network.
  6. Provide ongoing support through ethical conversations in lunchbox hypotheticals and other skills bursts programs to support the sustainability of a healthy risk culture.
  7. Provide online resources to support the ongoing learning and development of people