Decision Profiles describe how people naturally approach decisions. They identify the thinking patterns individuals rely on when evaluating information, considering options, managing risk, and moving a group toward an outcome.
 

Research in decision science shows that strong decisions rarely come from a single viewpoint. Instead, good decisions emerge when groups draw on a mix of thinking approaches. In particular, research by Dr Juliet Bourke highlights six common lenses people use when making decisions: Outcomes, Options, People, Process, Evidence, and Risk. Most individuals tend to prioritise one or two of these lenses, which means decision groups can easily become skewed toward certain ways of thinking.
 

Decision Profiles make these patterns visible.
 

At Wizer, individuals are mapped across seven decision archetypes: Analyzer, Collaborator, Guardian, Explorer, Deliverer, Achiever, and Visionary. These profiles reflect the different contributions people bring to a decision — from analysing evidence and identifying risks to exploring possibilities, driving outcomes, coordinating people, and ensuring decisions are executed.

When organisations understand these patterns, they can design stronger decision groups. Leaders can see which perspectives dominate a discussion, where important viewpoints may be missing, and how to build balanced decision panels before critical choices are made.
 

In practice, Decision Profiles help organisations answer three key questions: how people approach decisions, who is currently shaping them, and which perspectives may be missing from the room.