Our Story
Everything in business and life hinges on decisions. With years in corporate leadership with Amazon, Honeywell, Intel, LEARFIELD, tech start-ups, Planar, and Leyard, Jennifer Davis decided to write a book about best practices surrounding making and implementing business decisions. This website supports that effort and as it evolves will serve as a laboratory, an idea exchange, and a marketplace for practical decision theory, organizational behavior, and leadership.
The impact of choices, and more importantly the implementation of those choices, has an astounding impact on organizational success, innovation and growth, corporate culture, and individual happiness. The topic is worthy of deep curiosity. We hope the resources here will be of service to those wishing to make thoughtful decisions implemented well.
Visit Booking to learn more about ways to engage with Well Made Decisions beyond the book.
For more information about Jennifer Davis, you can visit her LinkedIn profile.
Uncovering the Context of Decision Making
We want to give leaders at all levels the tools they need for better decisions. Decisions that transform and sustain organizations, families, and careers. Leveraging Jennifer Davis’ own leadership experience across multiple industries and businesses, we curate knowledge from the worlds of economics, psychology, statistics and data analysis, machine learning and artificial intelligence, finance, biology and medicine, religion, politics, and process innovation. We dive deep into how different types of professionals make decisions in their unique contexts: from stock trading to painters, from hiring managers to lobbyists.
Together, we will hack misleading bias, overcome fear, utilize technology, and enjoy the benefits of well-made decisions.
Beyond the labels of “good” or “bad,” we will challenge ourselves to think about our best and worst outcomes and to learn from others. As leaders, we understand that decisions have a life cycle. There is pre-work required for even the fastest decisions. Making the decision isn’t the finish line. The decision is often the starting line for countless other acts of intention: the daily tasks of making that decision “right” and informing your next choice.