Judgement at Work audiobook cover - Making Better Choices

Judgement at Work

Making Better Choices

Andrew Likierman

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ProductivityPersonal DevelopmentCareer & SuccessManagement & Leadership

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Judgement at Work
Judgment vs. Decision-Making+
The Core Pillars of Judgment+
Speed, Risk, and Intuition+
Contextual Leadership Applications+

Quiz — Test Your Understanding

Question 1 of 7
According to the text, what is the primary difference between decision-making and judgment?
  • A. Decision-making focuses on selecting a course of action, while judgment shapes the process by determining which options are considered.
  • B. Decision-making relies entirely on logic and data, while judgment is based purely on emotional intelligence and intuition.
  • C. Decision-making is a reactive process used during crises, while judgment is only applied in long-term strategic planning.
  • D. Decision-making is an innate trait that cannot be taught, whereas judgment is a technical skill developed over time.
Question 2 of 7
How does the author suggest we should evaluate the quality of a person's judgment?
  • A. By looking exclusively at the financial success of their most recent decision.
  • B. By measuring how quickly they can make split-second choices in high-pressure emergencies.
  • C. By examining their choices across multiple decisions over time, rather than judging by a single outcome.
  • D. By assessing their formal education and technical skills.
Question 3 of 7
While experience is a foundational component of good judgment, what potential trap does the author warn against?
  • A. Over-analyzing historical data to the point of decision paralysis.
  • B. Clinging too tightly to past lessons and assuming what worked before will work again.
  • C. Relying too heavily on the opinions of external experts rather than your own history.
  • D. Sharing past experiences too openly, which can undermine your authority as a leader.
Question 4 of 7
Which cognitive bias leads individuals to favor information that aligns with their preexisting beliefs while dismissing contradictory evidence?
  • A. Availability bias
  • B. Recency bias
  • C. Confirmation bias
  • D. Overconfidence bias
Question 5 of 7
When determining how quickly a decision should be made, the text recommends using a model popularized by Amazon. What is the core principle of this model?
  • A. All decisions should be made instantly to maintain organizational momentum and avoid groupthink.
  • B. High-risk financial decisions should be delegated, while low-risk operational decisions should be made quickly by leaders.
  • C. Speed should be determined solely by the seniority of the person making the decision.
  • D. Speed is beneficial for reversible decisions, but decisions with permanent consequences require a slower, deliberate process.
Question 6 of 7
According to the text, what is the primary limitation of relying on gut instinct or intuition?
  • A. Intuition falters in unfamiliar situations where the decision-maker lacks recognizable patterns.
  • B. Intuition is too easily influenced by the nonverbal cues of team members.
  • C. Intuition takes too long to process compared to structured, data-driven analysis.
  • D. Intuition usually leads to overly cautious and reactionary choices rather than ambitious ones.
Question 7 of 7
In the context of hiring, why does the author suggest that a candidate's past achievements are insufficient for predicting future success?
  • A. Because candidates frequently exaggerate their past responsibilities on their resumes.
  • B. Because success in one role doesn't guarantee success in another, making it crucial to assess how they handle complex situations.
  • C. Because technical skills are far more important than judgment in almost all modern organizational roles.
  • D. Because past achievements do not reflect a candidate's ability to follow standard operating procedures.

Judgement at Work — Full Chapter Overview

Judgement at Work Summary & Overview

Judgement at Work (2025) explores the critical role of sound judgment in decision-making for managers and business leaders. It introduces a six-part framework designed to enhance judgment, helping you make better choices, assess risks, and identify trustworthy people. Drawing on extensive research and expertise, it offers you practical strategies to improve your decision-making and drive success at both personal and organizational levels.

Who Should Listen to Judgement at Work?

  • Business and organizational leaders
  • Decision-makers in high-stakes environments
  • Individuals seeking better judgment and critical thinking skills

About the Author: Andrew Likierman

Andrew Likierman is an academic and business leader, recognized for his expertise in judgment and decision-making. He served as Dean of London Business School from 2009 to 2017 and has held significant roles in both the public and private sectors, including managing director at the UK Treasury and directorships at Barclays Bank and the Bank of England. He’s also the author of Public Expenditure, coauthored Public Sector Accounting and Financial Control and has contributed to the Harvard Business Review.

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