Decision Integrity Assessment

Decision Integrity Assessment

Boards can make a decision look clean in the paper while the real reason, values, timing or record tell a different story.

This assessment is for the moment before a material board decision is finalised. It tests whether the decision can survive contact with the truth: the real reason behind it, the values it claims, the evidence supporting it, the people who carry the consequences, the timing chosen, the dissent considered, and the record that will remain.

It is deliberately demanding. Its job is to surface rationalisation, selective standards and weak reasoning before they become the board's formal position.

Use this assessment before decisions such as

• CEO appointment, termination or succession
• senior executive appointment, termination or remuneration
• major restructures or redundancies
• major capital allocation
• acquisitions, divestments or mergers
• sensitive founder, shareholder or partner decisions
• decisions affecting reputation, funding, trust, staff, clients, members or community standing
• any decision where the written rationale may differ from the real reason

What it covers

Eleven questions across three areas: decision truth and rationale; values, reciprocity and treatment standards; consequence, timing, dissent and decision records.

What you receive

• A fillable Decision Integrity Assessment with response fields
• Guidance showing what good practice looks like and the common gaps each question can expose
• Integrity stop points and pathway guidance showing where further board attention is required
• A one-page summary for the Chair, CEO or Company Secretary, or for tabling at a board meeting
• A single-board licence allowing repeated use across material decisions

Designed for direct board use. No NorthSeat facilitation is required.

This is for your board if

• the decision is significant, sensitive or hard to reverse
• the stated rationale may not fully match the real reason
• values, fairness or consistency may be questioned
• the timing could look convenient, punitive, opportunistic or self-protective
• affected stakeholders would view the decision differently if they saw the full reasoning
• the board needs consequences, dissent and decision records examined before approval

Prefer to pay by EFT or purchase order? Email liam@northseat.com.au and we'll arrange it.