More than IQ. Judgement is about making good decisions.
It’s clear that some people have better judgement 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 Judgement 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.
Good judgement 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 judgement.
The Hogan Judgement Model represents a new and comprehensive approach to assessing judgement 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 judgement, 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 judgement.
|Information Processing||Decision-Making Approaches||Reaction 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