Real decision-making is rapid, biased, and subconscious. We only rationalize our decisions after the fact. Having good judgment mostly concerns fixing (or not repeating) bad decisions.
More than IQ. Judgment is about making good decisions.
It’s clear that some people have better judgment than others. But what sets them apart? Although most people would say intelligence, that doesn’t account for the abundance of very smart people who continually make very bad decisions.
The first to combine cognitive ability, bright- and dark-side personality, and values, the Hogan Judgment assessment consists of two brief measures related to verbal and numerical reasoning, three independent scales that assess non-cognitive attributes that influence how an individual approaches decisions, and an assessment of post-decision reactions, including responses to negative feedback.
Reactions to Feedback
Verbal Information vs. Numerical Information
Threat Avoidance vs. Reward Seeking
Defensive vs. Cool-Headed
Tactical Thinking vs. Strategic Thinking
Denial vs. Acceptance
Data-Driven Decisions vs. Intuitive Decisions
Superficial Engagement vs. Genuine Engagement
Good judgment involves being willing to acknowledge and fix bad decisions, and learn from experience. Armed with this powerful knowledge, participants can improve their decision-making and judgment.
The Hogan Judgment Model represents a new and comprehensive approach to assessing judgment and decision-making styles. Unlike previous approaches, our model includes a critical component most models miss: how a leader reacts to feedback about his or her failed decisions. This means the decision-making process does not finish once a decision has been made – it is only completed after the leader evaluates the outcome, especially when the goal was not achieved. The underlying rationale is that to improve one’s judgment, one needs to learn from experience and receive negative feedback about one’s performance.
The goal of this model is not to categorize individuals as good or bad decision-makers because such categorizations hold no value for professional development. Everyone makes some good and some bad decisions. Instead, the goal of the model and accompanying report is to equip individuals with a greater understanding of their strengths and challenges in the pre- and post-decision processes, how well their typical decision-making tendencies fit specific roles and job requirements, and how to overcome specific biases that may impair judgment.
Provides description of participants’ information processing style, decision-making approach and style, and openness to feedback and coaching.
Hogan Judgment provides an in-depth description of participants’ information processing style, decision-making approach, decision-making style, reactions to feedback, and openness to feedback and coaching. Good judgment involves being willing to acknowledge and fix bad decisions, and learn from experience. Armed with this powerful knowledge, individuals can improve their decision-making and judgment.