In-depth Analysis of Decisions
Decision Audits do not examine options, but the architecture of decisions: assumptions, power dynamics, temporal couplings, and systemic consequences.
We analyze decisions where they most often fail:
- because decision questions are unclear
- because assumptions are not made explicit
- because responsibility and impact diverge
- because irreversible consequences are underestimated
We do not provide consulting in the sense of recommendations.
We help you clarify what actually needs to be decided, and which questions should be answered beforehand.
Most failed decisions do not result from wrong options,
but from poorly designed decision architectures.
What do you gain by working with us?
Neutral mirror before decisions
◉ External perspective without internal loyalties or personal agenda
◉ Clear separation of factual logic, relationship dynamics, and power logic
Structural decision clarity
◉ Clean distinction between decision, preparation, and execution
◉ Explicit decision questions instead of diffuse problem spaces
Naming uncomfortable issues
◉ Implicit assumptions are made explicit
◉ Tensions, goal conflicts, and avoidance decisions become visible
Systemic decision competence
◉ Interdependencies across organization, market, and time
◉ Making side effects and lock-ins visible before decisions are made
Experience with high-risk decisions
We do not work linearly or checklist-driven, but structure-, pattern-, and consequence-oriented, following the real dynamics of decision-making.
Service Details
Checklist
Clarify the decision core
What actually needs to be decided, and what does not.
Surface risks early
Before they become politically, financially, or structurally costly.
Make assumptions explicit
Separate implicit hypotheses from robust facts.
Make consequences visible
Identify short-, mid-, and long-term effects.
I analyze decisions where they actually take shape. This does not happen in presentations or option lists, but in assumptions, power dynamics, time horizons, and unintended secondary decisions.
Specifically, this means:
- I clarify what truly needs to be decided.
- I separate decision-making, preparation, and execution.
- I make implicit assumptions explicit.
- I identify which questions must be answered before a decision can be made.
- I name risks, goal conflicts, and blind spots clearly and without sugarcoating.
- I do not take decisions and I do not give recommendations.
- I ensure that decisions become decidable.
A Decision Audit is deliberately focused and time-bound.
First, we clarify the decision context:
What is really at stake?
Who is affected?
What scope and consequences are involved?
Then we analyze the decision architecture: the actual decision question versus displaced topics, underlying assumptions and narratives,
avoidance patterns, power and responsibility structures, and temporal couplings.
After that, we reflect the central tensions and critical points back clearly, separating factual logic, relationship dynamics, and power logic.
Finally, we condense the open decision questions:
- What can currently not yet be decided?
- What must be decided first?
- What can or should be decided later?
- Because I am not part of your system.
- Because I have no internal loyalties and no political agenda.
- Because I read decisions, not just content.
- Because I work where decisions fail structurally — long before execution begins.
- Because I name uncomfortable issues.
- Clearly, respectfully, and without dramatization.
- Because I have experience with high-stakes decisions.
- In complex, uncertain, and politically charged contexts.
- And because afterwards, you know where you stand.
- Because it is not about more options, but about clarity about what truly needs to be decided.