Every week you make calls that no report can make for you: which project gets the team's time, who to hire, whether to raise a problem now or wait, and what to do when the analysis looks right but something in the situation does not. AI can now draft the analysis, compare the options and write the plan, and it gets better at this every month.
But the call is still yours. You decide which question was worth asking and which risk you can live with, you are the one who explains it to your team when it goes wrong, and you are the one who keeps the client relationships going when things get tough.
That is judgement.
Judgement operates upstream of every decision you make. It determines whether you're even solving the right problem. It tells you the analysis is correct but the conclusion doesn't follow. It separates the leader who acts on data from the leader who hides behind it.
The tools change every year. The way people decide under pressure has hardly changed in fifty years of research. Many of the traps first documented in the 1970s, such as anchoring and overconfidence, still show up in meeting rooms today, and they now show up in how people use AI too. That is why what you learn here will stay useful long after today's AI tools have been replaced.
This mini masterclass is built on peer-reviewed research in decision science and behavioural science, and on twenty years of working with professionals and leadership teams on this challenge.
It's free. It takes about 60–90 minutes at your own pace. And it will change the way you think about the decisions you make and the way your team makes them.
What's inside
You'll take a mini diagnostic that maps your judgement across four dimensions, showing you where you're strongest and where you're most exposed.
You'll see how two of the most common decision tools are widely misused, and how small tweaks can make them useful again.
You'll learn why knowing about cognitive biases and other traps doesn't protect you from them. You'll distinguish between those well-behaved traps are easily fixable, and the traps that no tool can fix on its own.
You'll go inside three organisations, a surgical team, an animation studio, and one of the world's largest technology companies, that faced deep judgement failures at scale and redesigned the conditions around their decisions. Not by making their people smarter, but by changing the systems in which those people worked.
And you'll leave with a practical set of tools for strengthening your own judgement and, importantly, making the change stick, not through willpower but through behavioural science.
Who this is for
You were good at your job, so you were given a team. Now the hardest part of the work is no longer the work itself but the calls. This masterclass is for you, and for experienced managers who want to check their own decision habits before those habits cost them.
I was kept away from the pool for two hours. At a seaside resort. In 36 degrees.
Manager, Technology
After the masterclass, I keep thinking of my own examples from work where the traps and fixes apply. That's still going days later.
Head of department, Family business
I could easily propose this as a paid workshop for the management team at work. There is real value in it."
Senior manager, Manufacturing
About
This masterclass was created by Melina Moleskis PhD MBA, who trained alongside intelligence professionals in how people decide under pressure, and leads the Research Programme in workplace decision-making at the Global Association of Applied Behavioral Scientists, where she serves on the Board. Melina has spent twenty years applying decision science with senior professionals, leadership teams, and organisations across sectors. Her work has featured in Harvard, Forbes and leading international press.
It's free, concise, science-based, deigned to move at your own pace.