Quality of Decision Making Assessment Program (8 Indicators + ESBA)

Description

The 8 Scientific Indicators (Decision Quality Drivers)

1) CPATS — Childhood Physical Abuse Trauma Scale (Early Trauma Imprint)

What it captures: How earlier adverse experiences can shape automatic emotional reactions, threat perception, trust, control needs, and coping patterns.
Why it matters for decisions: Under pressure, unresolved trauma patterns can trigger hypervigilance, impulsivity, avoidance, or rigidity—leading to reactive decisions rather than calibrated judgment.
How it shows up at work: Over-control, intolerance to criticism, difficulty delegating, defensive leadership, conflict escalation or emotional shutdown.
What leaders gain from it: A clear understanding of “why I react this way” and a targeted plan to strengthen regulation, trust, resilience, and decision stability.

 

2) OHI — Overall Happiness Index (Wellbeing & Clarity)

What it captures: Overall wellbeing and psychological balance—strongly linked to mental clarity, confidence, energy, and sustained cognitive performance.
Why it matters for decisions: Higher wellbeing supports clearer thinking, better prioritization, and stronger self-control. Low wellbeing often predicts mental fatigue, disengagement, and reduced decisiveness.
How it shows up at work: Shorter attention span, poor prioritization, cynicism, “decision procrastination,” or rushed choices to end discomfort.
What leaders gain from it: A measurable indicator of decision readiness—plus practical pathways to restore energy, clarity, and executive functioning.

 

3) ERI — Emotional Regulation Index (Calm Control Under Pressure)

What it captures: The ability to manage emotions (anger, fear, stress, frustration) and maintain composure and judgment during complexity and conflict.
Why it matters for decisions: Emotional regulation is essential for rational, ethical, and stable decision-making. When ERI is low, leaders are more vulnerable to impulsive decisions and biased interpretations.
How it shows up at work: Reactive leadership, conflict amplification, defensiveness, emotional “spikes” under pressure, inconsistent choices.
What leaders gain from it: Concrete regulation tactics (in-the-moment and long-term) that improve decision consistency, negotiation outcomes, and team trust.

 

4) SSBI — Social Support & Belonging Index (Protective Network)

What it captures: The quality of perceived and actual support: belonging, trusted relationships, psychological safety, and the ability to seek help without shame.
Why it matters for decisions: Strong support reduces cognitive distortions and strengthens collective decision-making. Weak support increases isolation, stress load, and tunnel vision.
How it shows up at work: Leaders who “carry everything alone,” low collaboration, reluctance to ask for input, poor calibration, higher burnout risk.
What leaders gain from it: A roadmap to build decision support systems—trusted advisors, peer feedback loops, and team alignment structures.

 

5) CFI — Cognitive Flexibility Index (Adaptive Thinking)

What it captures: Mental agility: switching perspectives, revising assumptions, learning quickly, and generating alternatives in complex problems.
Why it matters for decisions: Cognitive flexibility improves solution quality in uncertainty. Low CFI increases rigid thinking, confirmation bias, and over-attachment to one strategy.
How it shows up at work: “One-solution thinking,” poor adaptation to change, escalation of commitment, difficulty innovating or negotiating.
What leaders gain from it: Practical methods to expand option-generation, reduce bias, and improve strategic agility.

 

6) RSTI — Resilience & Stress Tolerance Index (Stability Under Load)

What it captures: Capacity to withstand stress, recover from setbacks, and keep performance stable under pressure.
Why it matters for decisions: Resilience protects decision quality in crisis: it stabilizes judgment, reduces panic decisions, and keeps leaders consistent.
How it shows up at work: In high stress: rushed decisions, emotional outbursts, avoidance, decision paralysis, or health/burnout warning signs.
What leaders gain from it: A resilience-building plan (behavioral habits, workload patterns, recovery practices) that preserves decision quality long-term.

 

7) SCIII — Self-Concept & Identity Index (Internal Consistency)

What it captures: Clarity and stability of identity: values, self-understanding, boundaries, and internal coherence.
Why it matters for decisions: A stable self-concept reduces internal conflict and increases decision consistency and integrity—especially in ethical dilemmas and high-stakes tradeoffs.
How it shows up at work: Mixed messages, people-pleasing, over-adaptation, leadership inconsistency, difficulty holding boundaries.
What leaders gain from it: Stronger personal leadership “anchor”: values clarity, consistent behavior, and trust-building through predictability.

 

8) EDI — Existential Discrepancy Index (Meaning Gap & Decisiveness)

What it captures: The gap between current reality and ideal self/life—a powerful driver of anxiety, disengagement, or motivation depending on its size and meaning.
Why it matters for decisions: High discrepancy often predicts stress, detachment, and reduced decisiveness; alignment reduces anxiety and strengthens commitment and execution.
How it shows up at work: “I don’t care anymore,” chronic dissatisfaction, avoidance of responsibility, hesitation, or overcompensation through control.
What leaders gain from it: A precise map of what is misaligned and how to restore meaning, motivation, and decisiveness.

 

The Dynamic Interactions (Why this model is powerful)

The indicators are designed to work as a system, not as isolated scores. For example, trauma imprint (CPATS) can influence emotional regulation (ERI), social support (SSBI), identity stability (SCIII), and resilience (RSTI)—all of which directly affect decision behavior under pressure.
Similarly, wellbeing (OHI), resilience (RSTI), and belonging (SSBI) often function as protective factors that strengthen clarity and confidence in decision-making.
Taken together, the 8 indicators create a multidimensional decision-quality profile that explains and predicts behavior during stress, change, and complexity.

 

ESBA — Experiential Simulation-Based Assessment

What ESBA is

ESBA is a high-immersion VR simulation assessment using trauma-sensitive NPCs, designed to measure authentic reactions in realistic decision environments.

Why it’s different from gamification

ESBA is positioned as “above gamification” because it measures what leaders actually do in real challenges—decision speed, emotional response, conflict behavior, ethical choices, and collaboration patterns—rather than relying only on self-report.

 

What ESBA can integrate (biometrics)

During scenarios of conflict or cooperation, ESBA can incorporate objective signals such as:

• Heart rate (stress reactivity)

• EEG (cognitive/emotional load patterns, if used)

• Eye-tracking (attention, threat scanning, focus, avoidance)

What ESBA measures (core outputs)

ESBA produces objective measurement of:

• Behavior and emotional response in the moment

• Real-time detection of skills, weaknesses, and training needs

• Decision quality in demanding, realistic scenarios (pressure, ambiguity, conflict)

Typical scenario families (how it looks in practice)

ESBA scenarios are usually built around executive reality, such as:

• Crisis decision-making with incomplete information

• Conflict resolution with stakeholders and opposing interests

• Ethical dilemmas and reputational risk

• Leading under pressure (tradeoffs, time constraints, accountability)

• Collaboration vs control decisions (delegation, empowerment, trust)

What the participant receives

• A clear Decision Behavior Profile (what you do under stress, where you derail, where you excel)

• A mapped link between ESBA behaviors and the 8 indicators (the “why” behind the behavior)

• A targeted development roadmap (what to train first to upgrade decision quality fast)

 

What's included

• The 8 scientific indicators: CPATS, OHI, ERI, SSBI, CFI, RSTI, SCIII, EDI.

• ESBA immersive assessment (simulation logic, with options for VR and biometric integration where appropriate).

• Interpretation and reporting: strengths, weaknesses, risk patterns, and training priorities.

• Development plan to improve flexibility, resilience, regulation, and decision execution.

 

Benefits

• Companies: identify true decision capability and derailers, reduce decision risk, strengthen leadership development and organizational resilience.

• Leaders: clear personal decision profile (including stress behavior) plus a practical growth plan and measurable progress.

 

Requirements

• Role context (the types of decisions the leader makes).

• Consent and ethics protocol (especially if biometrics/VR is used).

• Commitment to feedback and development cycle.

 

Optional add-ons and innovation options

• Decision Quality Heatmap across leadership teams.

• Industry scenario library (crisis, negotiation, ethics, people decisions).