One decision. 90 minutes. No follow-on required.
You have done the analysis. You have asked the right people. You may even have built the scenarios. Something still will not settle.
You bring a real decision. For ninety minutes, we put it through the Decision Field.
The five angles
01 FACTS
What do you actually know?
02 ASSUMPTIONS
What are you taking as fact without checking?
03 TRADE-OFFS
What are you really giving up?
04 OWNERSHIP
Who must carry this decision?
The first four are the Decision Field, the model KAIRNEXA uses to look at a decision. The fifth exists only in this session.
05 NEXT MOVE
What has to happen now, and by when?
The ninety minutes
0 → 10
Frame the decision
What exactly is being decided, by when, and what not deciding costs.
10 → 30
Facts
Separate what is established from what is interpretation.
30 → 50
Assumptions
Name what you treat as certain, and test it.
50 → 70
Trade-offs
Make explicit what each option costs you.
70 → 85
Ownership
Who decides, who must be consulted, who must be informed, and what cannot be delegated.
85 → 90
Next move
Decide, check a fact, have a conversation, or defer deliberately.
Before the session
Four short questions, in writing. No deck, no pre-read. Include only what is necessary: no names, no sensitive data, nothing confidential that is not indispensable to preparing the session.
What you keep
A one-page Decision Map. The frame starts empty: you write it, while we work.
The map stays with you. KAIRNEXA does not retain a copy.
No report. No deck. No summary sent three days later. No written recommendation telling you what you should decide.
What it is not
Not coaching, not an organisational diagnosis, not consulting, not an assessment. Nor is it a way in to something longer: the session stands alone and commits you to nothing.
It is the wrong format if you are looking to validate a decision already made, for technical expertise, for a financial or legal study, for mediation between people, or for support with no concrete decision to work on.
Who it is for
Executives, board and executive committee members carrying a decision personally: a strategic choice, a reorganisation, a decision about a member of the leadership team, an investment, ending a project, taking a new role, delegating a serious responsibility, an unavoidable trade-off between two priorities, or a decision that is hard to put in front of the board.
You will not necessarily leave with the decision made. You will leave with a decision that is far harder to tell yourself wrongly.
90 min · Remote · Confidential
Not sure this is the right format? Start with a first sparring conversation, thirty minutes, no charge.
Put one decision under pressure
One decision, ninety minutes, no commitment to continue.
If you would rather talk first: a first sparring conversation of 30 minutes.