Ask a Decision Engineer

Michelle Florendo
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Even the smartest people can get tied into knots when making big decisions. Get the tools to move through decisions with less stress and more clarity. Join Stanford Decision Engineer and Coach Michelle Florendo for a comprehensive and systematic way of untangling every decision - no matter how big or small. New to the podcast? - Dip into Season 1 for why this podcast exists and the first few pilot season episodes - Binge Season 2 for tips on how to untangle an upcoming big decision - Check out Season 3 for how to navigate emotions in the decision process - Season 4 brings you insights from experts in the field who have influenced my work - Season 5 is airing Fall 2025. For more about Michelle's work, visit https://www.poweredbydecisions.com

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  1. S6E01 | Who did I meet at the Society of Decision Professionals Conference

    EPISODE 1

    S6E01 | Who did I meet at the Society of Decision Professionals Conference

    This season was made possible in partnership with the Society of Decision Professionals. __________ In this mini episode of Ask a Decision Engineer, Michelle Florendo takes listeners behind the scenes of the 2025 Society of Decision Professionals Annual Conference in Vancouver. After years of virtual participation, Michelle finally attended in person and was amazed by the diversity of attendees who traveled from around the world to connect and learn about decision-making. From data scientists to graduate students to organizational culture experts, she interviews first-time attendees to understand what drew them to this "hidden gem" of a conference and what they hope to gain from the decision-making field. "It's as if this is some best kept secret that the people in this space don't actually want to keep a secret." — Michelle Florendo Many people don't realize there's an entire field dedicated to decision-making, complete with professionals, conferences, and academic research. In this episode, Michelle opens the door to this world by sharing voices from the 2025 Society of Decision Professionals Conference, revealing how diverse professionals from different industries and backgrounds are all united by their interest in making better decisions. Table of ContentsIntroduction: A Hidden World of Decision Professionals [00:00:00]Discovering the Society of Decision Professionals [01:58:00]Global Diversity at the Conference [02:48:00]First-Time Attendees: Kelly Jane Fisher [02:53:00]From Data Analysis to Decision Science: Akeem Bacchus [05:29:00]Data Scientists Discovering Frameworks: Eva [06:38:00]The People Side of Decisions: Samantha Rush [08:36:00]Company Practitioners: Walter from Austria [10:01:00]A Welcoming Community [10:53:00]Looking Ahead [11:19:00]Introduction: A Hidden World of Decision Professionals [00:00:00]Michelle opens by describing her intense travel week attending three conferences, including the Society of Decision Professionals conference in Vancouver. When she mentioned the conference to people in New York, their reactions revealed a common theme: most people don't realize there's an entire field and professional society dedicated to decision-making. "When people first meet me and learn about the work I do in decision making, most don't realize that there's an entire field dedicated to decision making and an entire group of professionals dedicated to this space," Michelle explains. She describes this as "some best kept secret that the people in this space don't actually want to keep a secret." This mini-episode series aims to give listeners a sneak peek into this world by sharing perspectives from the 2025 conference, answering questions about what the Society of Decision Professionals is, who attends, and what they discuss. Discovering the Society of Decision Professionals [01:50:00]Michelle credits Jeff Keisler, a professor at the University of Massachusetts Boston who teaches decision analysis, for introducing her to the Society of Decision Professionals (SDP). After discovering her podcast, he encouraged her to connect with the organization. While she attended virtually during the pandemic, 2025 marked her first in-person conference experience. Global Diversity at the Conference [02:40:00]Michelle was amazed by the diversity of attendees who traveled from around the world to participate. She interviewed people from: Indianapolis, Colorado, Papua New Guinea, HoustonVienna (Austria), Netherlands, Brisbane (Australia), VancouverDenver, New York, Lagos (Nigeria), Rio de JaneiroNorway, San Francisco Bay AreaThis global representation demonstrated the universal appeal and relevance of decision-making as a field of study and practice. First-Time Attendees: Kelly Jane Fisher [02:45:00]Kelly Jane Fisher, a graduate student at Colorado School of Mines traveling from Evergreen, Colorado, represents newcomers to the field. Her first exposure came through a Decision Analytics class with Patrick Leach, which led her to attend local chapter meetings before making the trip to Vancouver. "I think it's just, it gives the ability to make decisions actually using data. Not just emotion," Kelly explains. "I've found a lot of work, previous industry experience, you often saw decisions made out of just pure emotion. And I really like that this uses numbers and really investigates other ways of making decisions." From Data Analysis to Decision Science: Akeem Bacchus [00:10:00]Akeem Bacchus traveled from Papua New Guinea after discovering the field through his work as a data analyst. Seeking to go beyond basic data visualization, he found the textbook "Making Hard Decisions" transformative. "That was like, whoa, this is like, oh, this is how I would like to think," Akeem describes. His journey included completing the SDRM program and various online courses, with one modeling course being "the best course I've ever done, ever." He attended the conference to understand what professionals in the field are doing and to determine his next steps. Data Scientists Discovering Frameworks: Eva [06:29:00]Eva, a data scientist from a global tech company in New York, discovered the conference through Julia at the Joint Statistical Meeting. As someone focused on product analytics, she hadn't formally studied decision analysis but found the theoretical foundations enlightening. "As you gain experience within an organization, you start to learn a lot about the things that don't work or do work within making decisions. And a lot of my approach so far has been heuristics, trying stuff," Eva explains. The conference provided her with "language and a field of study to help me do my job more effectively." The People Side of Decisions: Samantha Rush [08:27:00]Samantha Rush, an organizational culture expert from Brisbane, Australia, represents the human side of decision-making. Nearly finished with her PhD, she attended to share research findings and strengthen her work through discussions with the diverse cohort. Her presence demonstrates that decision-making isn't just about technical data capabilities—it's equally about understanding people and organizational dynamics. Company Practitioners: Walter from Austria [09:53:00]Walter from Vienna represents practitioners who have been applying decision science techniques within their companies. After years of trying to attend SDP conferences, he finally made it to Vancouver, driven by his excitement about "the science of decision making." "There is so much to learn and there is so much out there, and I would like to learn more and improve my skills," Walter shares. He's particularly interested in learning about decision quality approaches from other companies and professionals. A Welcoming Community [10:44:00]Michelle highlights the conference's welcoming atmosphere, including a special session for newcomers where they were paired with veterans of the field. She appreciated the friendliness of attendees, the diversity of backgrounds, and the overall excitement to learn and share knowledge. Looking Ahead [11:11:00]Michelle previews the next episode, which will feature veterans of the field discussing what decision-making is all about and addressing the question of terminology—whether it's called decision engineering, decision analysis, decision science, or something else entirely. Key TakeawaysThere's an entire professional field dedicated to decision-making, complete with conferences, research, and practitionersThe Society of Decision Professionals attracts diverse attendees from around the world across various industries and rolesPeople discover the field through different paths: academic courses, textbooks, professional development, and word-of-mouthThe field combines technical data analysis with human factors and organizational dynamicsBoth newcomers and experienced practitioners find value in connecting with the decision-making communityThe conference serves as a welcoming entry point into this "hidden gem" of a professional fieldMentioned in the Podcast Society of Decision ProfessionalsSociety of Decision Professionals Local ChaptersSDRM Program at University of Texas About Michelle FlorendoMichelle Florendo is a Stanford-trained decision engineer and executive coach who is on a mission to teach people how to make decisions with less stress and more clarity. Over the past decade, she has coached and taught hundreds of leaders across tech, healthcare, and financial services, in organizations ranging from pre-IPO startups to major tech companies like Amazon, Google, and Salesforce.    She's been an adjunct lecturer at Stanford, helps train coaches as a faculty coach for Berkeley Executive Coaching Institute, and hosts the podcast, Ask A Decision Engineer. She earned her engineering degree from Stanford and her MBA from UC Berkeley. For those interested in exploring Michelle's coaching and speaking services further, additional information can be found on her professional website at poweredbydecisions.com.

    13 min
  2. S6E02 | What is Decision Engineering? Exploring the Many Names of Decision Science

    EPISODE 2

    S6E02 | What is Decision Engineering? Exploring the Many Names of Decision Science

    This season was made possible in partnership with the Society of Decision Professionals. __________ In this episode of Ask a Decision Engineer, Michelle Florendo takes listeners inside the Society of Decision Professionals conference to explore a fascinating question: What do you call the field that helps people make better decisions? Through conversations with practitioners from around the world, Michelle uncovers the many names this discipline goes by—decision analysis, decision science, decision quality, structured decision making—and why the terminology matters. From pharmaceutical companies to natural resources management, these professionals share their perspectives on a field that's been quietly improving decision-making for decades. "Regardless of what you call it, we all cared about supporting a great decision every time." — Michelle Florendo When Michelle introduces herself as a decision engineer, many people think it's something she made up. It's not—it's a field she studied at Stanford. But this fascinating discipline goes by many names, each highlighting different aspects of how professionals help people make better choices in work and life. In this episode, Michelle brings listeners inside the world of decision professionals, introducing the people who've been working in this "hidden field" that's been quietly improving decision-making for decades. Through candid conversations at a professional conference, she explores why terminology matters and how different names reflect the diverse applications of this discipline. Table of Contents  Introduction: The Hidden Field [00:00:00]  What Is Decision Science? A Simple Explanation [01:47:00]  The Many Names of the Field [02:51:00]  Normative vs. Descriptive Decision Science [03:32:00]  The Historical Foundations [05:12:00]  Why Terminology Matters in Practice [10:22:00]  Serving People Over Labels [12:04:00]  Conclusion: What Would You Call It? [13:42:00] Michelle opens by addressing a common misconception: when she introduces herself as a decision engineer, many people assume she invented the title. She clarifies that decision engineering was the actual name of her track of study at Stanford, part of a broader discipline that goes by many names—decision analysis, decision science, decision quality—each highlighting different aspects of helping people make better choices. The episode takes listeners inside the Society of Decision Professionals conference, where Michelle interviews practitioners from around the world to explore this fascinating question: What do you call this field? She emphasizes that regardless of the name, all these professionals share a common goal: "supporting a great decision every time." What Is Decision Science? A Simple Explanation [00:03:00] Michelle introduces Andrew Thrift, one of the conference organizers, who offers a refreshingly accessible explanation of what decision science is all about. Andrew describes how most people don't realize there's an entire field dedicated to decision-making, and he shares some of his favorite ways to explain it. "It's something where we meld kind of a logical, rational way to make decisions with everything we've learned from psychology about how we actually make decisions," Andrew explains. He emphasizes that the field puts these together with tools and mindset thinking processes that help people make better decisions at any scale and context. Andrew notes that he often describes it as "common sense, not commonly applied" and emphasizes that it's "robust, empirically supported." Sometimes he simply calls it "a structured approach to decision making," telling people, "you already do this, we're just gonna give you a few more tools." The Many Names of the Field [00:07:00] Andrew reveals that the terminology challenge is so common that he literally has a slide in his presentations titled "You may have heard it by all these names." The various terms Michelle heard from various practitioners at the conference include: Structured decision makingDecision analysisDecision qualityDecision scienceDecision intelligenceDecision designPortfolio theoryAndrew notes that different parts of companies often use different names, and his organization has "landed on decision quality as the one to choose," though the confusion persists across the field. Normative vs. Descriptive Decision Science [00:11:00] Michelle interviews Eyas Raddad from Indianapolis, who discovered decision science through real-world challenges at Eli Lilly, a pharmaceutical company. Eyas provides an important academic distinction between different areas of the field. "I look at decision analysis as the normative part of decision science," Eyas explains, "meaning how we should make decisions—approaches, processes, tools, and methods that have been proven to improve the quality of decision making." This includes elements like proper framing, alternative generation, and relevant information gathering. "But decision science goes beyond that to also attend to aspects of how humans make decisions—the descriptive side," he continues. This descriptive aspect remains important for decision analysts because they need to guard against human biases that "seep into the decision making process." Decision analysis tries to structure processes to make them "more immune to those biases." The Historical Foundations [00:15:00] Professor Reidar Bratvold from Stavanger, Norway, provides historical context for the field. As a professor of decision analysis who teaches and supports decision tools including AI and machine learning, he offers a unique perspective on the methodology's evolution. "This discipline has been around for 300 years," Bratvold explains, tracing it back to Bernoulli and Laplace. However, it wasn't practically implementable until the mid-to-late 1960s when RonHoward at Stanford and Howard Raiffa at Harvard created modern decision analysis. "Despite the fact that both Howard and Raiffa were professors, they created decision analysis as a methodology and way of thinking that's been created by practitioners for practitioners," he notes. "There's nothing super deep or very hard to do theoretically. Sometimes people ask me to present the theory of decision analysis. I said, there is no theory. There is a foundational set of rules, some axioms we need to follow, but it's not theory per se—it's something you do when you deal with practical decision contexts." Bratvold also discusses how AI and machine learning can support decision-making by helping overcome cognitive limitations. He notes that research shows people tend to be "myopic" when thinking about objectives and alternatives, and AI can help prompt more comprehensive thinking while still leaving the final decision to the human decision-maker. Why Terminology Matters in Practice [00:22:00] Audrey Del Vescovo from Melbourne, Australia, a long-term member of the Society of Decision Professionals since its inception, shares her perspective on why certain labels can be limiting in practice. "Some people call it decision analysis. I personally don't like that because it seems to connote a real emphasis on the quantitative number crunching," Audrey explains. She warns that this can have the "unintended consequence" of people in companies thinking "you are the number cruncher and that's it." "DA—even though they call it DA—decision analysis is so much more than that," she emphasizes. "It's everything from framing all the way through to doing the numbers, getting the insights, and telling a story to decision makers. Sometimes you don't even have to get to the numbers side. You can actually make well-informed decisions after just thinking about them and framing them up." Audrey prefers the term "decision science" because it acknowledges the intersection with psychology and organizational behavior, bringing in "soft or power skills along with the quantitative ones." She advocates for staying away from the "analysis" part to make terminology "more encompassing because it is a very encompassing field." Serving People Over Labels [00:27:00] David Matheson provides a thoughtful conclusion about the importance of focusing on service rather than terminology. When asked what he would call the field, he responds: "I think decision professionals is pretty good. It's people who are committed to a professional standard in decision making and who care about how they make choices in the world." However, he emphasizes that "you have to ask who's doing the listening, because people don't frame the world in terms of decisions." His approach is service-first: "What can I do for you? Where are you stuck in some kind of process? And then it's really up to me to understand the decision structure and help you move forward." "I want to communicate that in terms of the impact it has on you rather than drag you into my field," David explains. "Instead of making you recite the decision analysis or decision quality vocabulary, it's like, first let me be of service. And then if you ask me more questions, I'm happy to tell you." Conclusion: What Would You Call It? [00:31:00] Michelle reflects on David's wisdom, noting that every person she met at the conference shows up because they want to be of service. She explains that this service orientation is partly why she introduces herself as a decision engineer—while she does have an engineering background and it was her concentration at Stanford, "most importantly, when I introduce myself that way, it opens up conversations." "People do ask questions, and I am more than happy to tell people about these things that I've learned and the ways that I've found it can help others," she explains. Michelle closes by posing a question to listeners: "If you could name this field in a way that would intrigue people and get people to want to learn more about it, what would you call it?" She invites responses via email and teases upcoming episodes that will di

    15 min
  3. S6E03 | How and where is Decision Science applied?

    EPISODE 3

    S6E03 | How and where is Decision Science applied?

    "It's so fascinating to watch people struggle and struggle and struggle. And then you can come along with some simple tools to say, Hey, have you thought about this? Did you think of framing it this way? I've got a couple of little tricks in my large bag of tips and tricks that you can try and sometimes the magic happens and what looked like an impossibly complex decision simplifies, and then doing the right thing becomes obvious." — Basil Stumborg This episode showcases the real-world impact of decision analysis across diverse industries and applications, demonstrating how structured thinking tools help cut through complexity when there's no single "right" answer. Whether managing hundreds of product launches or navigating high-stakes drug development decisions, these frameworks provide clarity in the face of competing objectives and uncertain outcomes. Table of ContentsIntroduction BC Hydro: Complex Utility Decisions with Basil StumborgPharmaceutical Industry Applications with Eyas RaddadConsumer Goods vs. Pharma: Volume vs. High Stakes with Tyler LudlowPortfolio Theory Applications with Tony KenckInnovation and Conflict Resolution with David MathesonMining Operations: Managing Spider Web Effects with Andrew ThriftConclusion: Universal ApplicationsIntroduction Michelle opens this episode featuring voices from the Society of Decision Professionals, exploring how decision analysis tools are applied across various industries. From energy and pharmaceuticals to consumer products and natural resources, listeners will discover the versatility of structured decision-making approaches in tackling both large-scale strategic decisions and day-to-day operational challenges. This season was made possible in partnership with the Society of Decision Professionals, showcasing the breadth of applications for decision science in the real world. BC Hydro: Complex Utility Decisions with Basil Stumborg Basil Stumborg, decision analysis expert at BC Hydro (British Columbia's provincial electric utility), describes his role as helping executives navigate complex decisions where there's no single right answer. These decisions involve competing values and trade-offs that extend beyond financial considerations to include environmental impacts, indigenous rights, and economic development. "My job is to help frame those up so the executive clearly sees what the trade-offs are, and then they can bring the corporation's values to bear when thinking about what the best option is," Basil explains. His enthusiasm for the work comes from witnessing transformation moments when complex decisions suddenly become clear through simple frameworks and tools. This illustrates a key application area: decisions involving multiple stakeholders and objectives beyond just the bottom line. Pharmaceutical Industry Applications with Eyas Raddad Eyas Raddad explains why decision analysis is particularly valuable in pharmaceutical development, where decisions must balance competing objectives with long feedback loops and high regulatory stakes. In drug development, teams face critical decisions about dose selection, balancing safety and efficacy, and go/no-go choices for expensive molecular projects. Key pharmaceutical applications include: Balancing trade-offs like safety and efficacyPortfolio prioritization across multiple projectsStrategic decisions about therapeutic areas and indicationsManaging linked decisions across related development programsThe pharmaceutical industry exemplifies how decision analysis helps when huge decisions aren't easily reversible and stakes are high, with both billions of dollars and lives on the line. Consumer Goods vs. Pharma: Many Small Wins vs. One Critical Decision with Tyler Ludlow Tyler Ludlow contrasts his experience applying decision analysis in consumer packaged goods versus pharmaceuticals, highlighting two different strategic approaches: Consumer Goods (Unilever): Managing hundreds of product launches annually with the philosophy that making each individual decision better leads to overall competitive advantage. The focus is on incremental improvements across high-volume decisions. Pharmaceuticals (Lilly): Targeting one highly successful launch per year with dramatically high rewards (several billion dollars annually). The challenge involves balancing cost, time, risk, and reward across a portfolio where current decisions enable or preclude future investment options. This contrast demonstrates how decision analysis adapts to different industry contexts and risk profiles. Portfolio Theory Applications with Tony Kenck Tony Kenck explains portfolio theory's evolution from Harry Markowitz's Nobel Prize-winning work in finance to applications across diverse fields. Portfolio theory fundamentally seeks to achieve the highest return with the least risk, whether in financial investments or broader business contexts. Applications span multiple industries: Finance: Investment advisory and asset allocationPharmaceuticals and Oil & Gas: Managing exploration and development portfoliosSports: The "Moneyball" approach to baseball team compositionPublic Policy: Copenhagen Consensus approach to global challengesThe key insight is that portfolio analysis applies wherever you want to "get more for less" - maximizing benefit while minimizing cost across various measurement dimensions. Innovation and Conflict Resolution with David Matheson David Matheson emphasizes the dual nature of decision analysis applications: quantitative analysis combined with social conflict resolution. His work focuses on innovation and portfolio management, helping organizations move from "weird and wacky" ideas to serious business opportunities. He highlights that while the field is known for analytical rigor, successful application often requires managing the people side of decisions, particularly when dealing with competing priorities and stakeholder conflicts. Mining Operations: Managing Interdependencies with Andrew Thrift Andrew Thrift describes how mining operations create complex "spider web" effects where engineering decisions reverberate across environmental, social, and regulatory dimensions. Traditional cost-and-schedule thinking proves inadequate when decisions involve: Regional water quality issuesIndigenous participation requirementsLocal government relationsTransboundary environmental concernsDecision analysis provides tools to integrate these diverse considerations, helping teams move beyond familiar quantitative metrics to consider broader impacts. The approach works for both large-scale strategic challenges and smaller operational problems that benefit from structured thinking. Conclusion: Universal Applications This episode demonstrates that decision analysis applications extend far beyond any single industry or decision type. Whether managing utility trade-offs, pharmaceutical portfolios, consumer product launches, or mining operations, structured decision-making frameworks help organizations navigate complexity when there's no single "right" answer. The common thread across all applications is the need to balance competing objectives, manage uncertainty, and make decisions that align with organizational values while considering multiple stakeholder impacts. Key TakeawaysDecision analysis provides value wherever complex decisions involve competing objectives beyond just financial returnsDifferent industries require adapted approaches: high-volume incremental improvements vs. high-stakes individual decisionsPortfolio theory applications extend from finance to sports, entertainment, and public policySuccessful implementation combines quantitative analysis with social and conflict resolution skillsThe "spider web effect" - where decisions create ripple effects across multiple dimensions - appears in many organizational contextsSimple frameworks can transform seemingly impossible decisions into clear choicesMentioned in the PodcastSociety of Decision ProfessionalsBC Hydro (British Columbia's provincial electric utility)Tony Kenck’s book, Strategic Business Portfolio Management (purchase in the US/UK) (purchase outside the US/UK)Harry Markowitz's portfolio theoryMoneyball (baseball analytics)Copenhagen Consensus (Bjorn Lomborg) About Michelle FlorendoMichelle Florendo is a Stanford-trained decision engineer and executive coach who is on a mission to teach people how to make decisions with less stress and more clarity. Over the past decade, she has coached and taught hundreds of leaders across tech, healthcare, and financial services, in organizations ranging from pre-IPO startups to major tech companies like Amazon, Google, and Salesforce.    She's been an adjunct lecturer at Stanford, helps train coaches as a faculty coach for Berkeley Executive Coaching Institute, and hosts the podcast, Ask A Decision Engineer. She earned her engineering degree from Stanford and her MBA from UC Berkeley. For those interested in exploring Michelle's coaching and speaking services further, additional information can be found on her professional website at poweredbydecisions.com.

    20 min
  4. S6E04 | How is Decision Science applied? (Part 2: Power Skills)

    EPISODE 4

    S6E04 | How is Decision Science applied? (Part 2: Power Skills)

    "I tend to be more quantitative, just that's the way I'm wired. And one of the things that I'm seeing and I've learned through the years is that the qualitative side, the so-called soft skills, or as Audrey calls them power skills... honestly… I think they're more important than a lot of the quantitative and statistical skills." – Tony Kenck While decision analysis is often viewed through a technical lens, there's another equally important dimension: the human side. This episode explores how decision frameworks create space for better collaboration, more inclusive conversations, and greater confidence in our choices. Table of ContentsIntroduction: Beyond the Technical [00:00:00]Freedom from Perfectionism [00:03:13]Creating Inclusive Decision Spaces [00:06:18]Awakening to Biases [00:09:21]Making Tools Feel Natural [00:10:26]Including All Voices [00:13:10]The Challenge of Engagement [00:17.25]Navigating Multiple Stakeholders [00:18:44]Conclusion: Decision Making as Life Skills [00:21:17]Introduction: Beyond the Technical [00:00:00]Michelle opens by highlighting a key insight from Tony Kenck: while decision analysis has technical roots, the "power skills" - the human elements - may actually be more valuable than the quantitative expertise. This episode explores how decision frameworks help people work together better, communicate more clearly, and navigate the messy realities of making decisions as humans, not robots. Tony explains that decision science applies "not just in business, but in personal life. It's about giving some thought... almost like a little bit of a checklist just before you make a really important decision." He notes that in the Society of Decision Professionals' framework for decision quality, "five of the six elements are on the soft skill side." Freedom from Perfectionism [00:03:13]Andrew Thrift shares one of the most profound personal benefits of learning decision science: freedom from the need to optimize everything perfectly. As someone who tends toward perfectionism, Andrew discovered that structured decision-making gave him permission to move forward when "good enough" was truly enough. "One of the benefits... I'm an optimizer and lean perfectionist by nature. So my tendency would be I've got these options and I make the right choice," Andrew explains. The frameworks taught him the crucial distinction between decision quality and outcome quality: "when I know I've met the criteria for decision quality and something bad happens, it's like nothing I could have done about it." This realization was "really freeing" - providing peace of mind and the confidence to defend decisions regardless of outcomes influenced by factors beyond his control. Creating Inclusive Decision Spaces [00:06:18]Andrew also highlights how structured processes naturally create more inclusive environments. The frameworks are "designed to mitigate" biases and ensure diverse voices are heard. In practice, this means thinking broadly about stakeholders: "It's not just the traditional economic metrics in a for-profit organization. It's also about the social and environmental reputational things." The process actively empowers voices that might otherwise be marginalized. Andrew describes a typical facilitation approach: giving everyone time to write down ideas individually, then going around the room to hear from each person because "you're here because you know something no one else in the room does." This isn't just about who's physically present - it requires "very clear overt signals that you're going to challenge or set aside traditional power dynamics" and create space where diverse perspectives can truly be heard. Awakening to Biases [00:09:21]Walter Cosi describes a profound shift that happens when you learn about decision science: becoming sensitized to biases everywhere. "I got very sensitive to biases," he explains. "The more I do it... the more I see how biases work. So it really jumps to my eye." Michelle notes this is like "once you saw it, you couldn't unsee it" - a awakening that fundamentally changes how you observe decision-making in yourself and others. This heightened awareness becomes a powerful tool for improving decision quality across all areas of life. Making Tools Feel Natural [00:10:26]Audrey Del Vescovo offers wisdom on introducing decision frameworks without overwhelming people. Her approach is to "practice it with them" conversationally, so "people can go through it and actually get clarity at the end of it and not even know they're going through a structured process." Rather than announcing formal procedures, Audrey frames it as "a mindset... a roadmap of how we're gonna tackle things." She emphasizes flexibility: "If something isn't working, I will change it" and encourages teams to speak up if adjustments are needed. The key challenge is avoiding the trap of turning these flexible tools into rigid checklists, which "takes the whole flexible, iterative approach to our craft... out the door because now you've checked your brain out at the door and you're just checking boxes." Including All Voices [00:13:10]Lee Failing works at the intersection of technical expertise and community involvement, focusing on decisions involving natural resources where "multiple stakeholders have really diverse values, and they're usually in some level of conflict." Her philosophy is powerful: "people need to be involved in the decisions that affect their lives, whether they're technically savvy or not." She focuses on the "upfront stages of decision making" - clarifying what decision is being made and "really digging into the values underlying the decision." The key is separating technical analysis from value judgments: "People who don't have technical expertise still have a right to have a say in their decisions." When teaching these skills to young people, teachers report three major impacts: increased agency, better frameworks for thinking through complex issues, and improved skills for collaborating with people they disagree with. The Challenge of Engagement [00:17:25]Samantha Rush studies a critical challenge: even the best techniques fail if people won't participate. "One of the biggest problems that we have is silence or group think," she explains. "Acceptability is a key concept that actually drives effectiveness. So if people don't want to participate in the process... you're not gonna get it." Her research focuses on understanding "what's the who, when, what, why, and how that drives acceptability" of decision tools, recognizing that engagement is essential for quality outcomes. Navigating Multiple Stakeholders [00:18:44]Reidar Bratvold addresses perhaps the most complex scenario: multiple decision makers with different value systems. He distinguishes between stakeholders (who are affected) and decision makers (who have authority), noting that many public policy decisions involve "multiple stakeholders, different political parties... having very different value systems." His key insight about working across different values: "People have different value systems. And they should be allowed to have different value systems... I should never say your value system is a bad one." However, "given your value system and your alternatives, I don't think you're making the optimal choice" is a legitimate conversation about decision quality within someone's own framework. Conclusion: Decision Making as Life Skills [00:21:17]Michelle concludes that decision analysis "isn't really about complex formulas or technical expertise. It's about thinking more clearly and including more voices." The stories shared demonstrate that "good decision making is fundamentally human." While tools and frameworks matter, "what matters more is the mindset: being thoughtful about what we value, curious about different perspectives and humble about what we don't know. These aren't just professional skills, they're life skills that can help all of us navigate an uncertain world with more confidence and compassion." Key TakeawaysThe "power skills" - human elements of decision-making - may be more valuable than technical expertiseStructured processes provide freedom from perfectionism by clarifying when "good enough" is truly enoughDecision frameworks naturally create more inclusive environments and amplify diverse voicesLearning about biases creates a heightened awareness that improves decision quality across all areasSuccessful implementation requires making tools feel natural rather than rigid or proceduralPeople without technical expertise deserve a voice in decisions that affect their livesEngagement and acceptability are crucial - the best techniques fail if people won't participateMultiple stakeholders can work together when we respect different value systems while discussing decision quality within each frameworkMentioned in the PodcastSociety of Decision Professionals About Michelle FlorendoMichelle Florendo is a Stanford-trained decision engineer and executive coach who is on a mission to teach people how to make decisions with less stress and more clarity. Over the past decade, she has coached and taught hundreds of leaders across tech, healthcare, and financial services, in organizations ranging from pre-IPO startups to major tech companies like Amazon, Google, and Salesforce.    She's been an adjunct lecturer at Stanford, helps train coaches as a faculty coach for Berkeley Executive Coaching Institute, and hosts the podcast, Ask A Decision Engineer. She earned her engineering degree from Stanford and her MBA from UC Berkeley. For those interested in exploring Michelle's coaching and speaking services further, additional information can be found on her professional website at poweredbydecisions.com.

    23 min
  5. S6E05 | Who else benefits from Decision Science?

    EPISODE 5

    S6E05 | Who else benefits from Decision Science?

    "On some level everybody should learn this stuff. When you think about the fundamental principles underlying this, like ideas like that decisions and outcomes are not the same thing... those are things that could benefit everybody." — Jordan Stephens From boardrooms to family dinner tables, decisions shape every aspect of our lives. Yet formal decision-making education remains surprisingly rare. In this thought-provoking episode, Michelle explores who stands to benefit most from learning structured approaches to decision-making, revealing that the answer might be simpler than expected: everyone. S6E5 | Who else benefits from Decision Science?Drawing from conversations with decision science practitioners across diverse industries and backgrounds, this episode examines the universal need for better decision-making skills. Guests share compelling examples of how decision science principles can transform everything from corporate strategy to personal relationships, highlighting the human side of analytical thinking. Table of Contents Introduction [00:00:00]Executive Leadership and Decision Quality [00:01:32]Organizational Applications and Better Conversations [00:03:03]Clearing the Chaos in Decision Making [00:05:20]The Human Side of Analytical Thinking [00:07:20]From Resistance to Revelation [00:08:47]Personal Applications Beyond Work [00:11:14]Universal Education and Life Philosophy [00:13:22]Introduction [00:00:00] Michelle opens by posing a question that cuts to the heart of decision science education: who really needs these skills? Jordan Stephens immediately responds with a compelling perspective—that the fundamental principles underlying decision science could benefit everyone. The distinction between decisions and outcomes, approaches to uncertainty, and the value of considering alternatives represent concepts with universal applicability. This sets the stage for an exploration that moves beyond traditional corporate applications to examine how decision-making skills can enhance every aspect of human experience. Executive Leadership and Decision Quality [00:01:32] Akeem Bacchus highlights a critical gap in executive decision-making: the tendency to accept implicit problem framing without question. He advocates for C-suites and executive boards to embrace the philosophy that decision quality is separate from outcome quality, emphasizing the importance of proper problem framing. In his "fantasy world," better decision processes would lead to higher quality decisions by moving beyond the first alternatives that come to mind. This requires structured processes that balance diligence with efficiency—avoiding both hasty choices and analysis paralysis. Organizational Applications and Better Conversations [00:03:03] Walter Kosi shares insights on how decision science can transform organizational conversations. He identifies common decision traps like "plunging into a decision" or considering only one alternative, explaining how simple framing tools can bring people together for more complete discussions. The structured approach creates more inclusive environments where all issues are considered and stakeholders feel heard. This transformation from chaotic decision-making to organized, collaborative processes represents one of decision science's most valuable organizational contributions. Clearing the Chaos in Decision Making [00:05:20] Eva Roa brings a data science perspective to the conversation, emphasizing that anyone who influences or makes decisions within organizations—essentially everyone—can benefit from these skills. She highlights how decision-making in organizations is "extremely chaotic" and how structured approaches can provide much-needed sharpness and effectiveness. Using the example of defining metrics like revenue, Eva illustrates how lack of alignment on basic definitions can derail entire decision processes. Decision science provides tools for ensuring people are literally talking about the same thing before attempting to make choices together. The Human Side of Analytical Thinking [00:07:20] Eva continues by explaining how decision science beautifully balances quantitative rigor with human considerations. For professionals coming from purely analytical backgrounds, this field provides tools and language for approaching qualitative aspects that are essential for getting decisions implemented. This integration of analytical thinking with human factors addresses a critical gap in many technical fields, where data skills alone are insufficient for effective decision-making in organizational contexts. From Resistance to Revelation [00:08:47] Tyler Ludlow shares candid observations about teaching decision science in corporate environments. Initial reactions often resemble "deer in the headlights," with people viewing structured approaches as excessive talking rather than decisive action. However, he notes that resistance typically transforms into enthusiasm once people experience the process. The key lies in creating "aha moments"—flashes of clarity about problem definition, new alternatives, or uncertainty management that unlock better decisions. Personal Applications Beyond Work [00:11:14] Lindsay Oyola expands the conversation beyond workplace applications, emphasizing how decision-making skills transform personal relationships and life choices. From vacation planning to major life transitions, structured thinking helps people move from avoidance and discomfort to confidence and satisfaction with their choices. The process of understanding personal values and trade-offs proves particularly valuable, helping people feel good about their decisions rather than constantly second-guessing themselves. This emotional benefit—feeling done and satisfied with choices—represents a significant quality-of-life improvement. Universal Education and Life Philosophy [00:13:22] Reidar Bratvold concludes with perhaps the most expansive vision: decision science as compulsory education from kindergarten through university. He argues that since every decision concerns an uncertain future, learning to think clearly about uncertainty should be fundamental education. Combining logical thinking with emotional awareness, decision science offers what Reidar describes as "a life philosophy." His experience teaching these concepts to his children demonstrates their universal applicability and lasting impact. Key Takeaways The fundamental principles of decision science—like separating decisions from outcomes—have universal applicabilityExecutive teams would benefit enormously from embracing structured decision processes and proper problem framingDecision science creates more inclusive organizational conversations by ensuring complete consideration of issuesThe field uniquely balances analytical rigor with human factors, making it valuable for both technical and non-technical professionalsInitial resistance to structured approaches typically transforms into enthusiasm once people experience the clarity these methods providePersonal applications extend far beyond work, improving everything from relationships to major life transitionsDecision science could be viewed as fundamental education, similar to math or reading, given that everyone makes decisions about an uncertain futureMentioned in the PodcastSociety of Decision Professionals About Michelle FlorendoMichelle Florendo is a Stanford-trained decision engineer and executive coach who is on a mission to teach people how to make decisions with less stress and more clarity. Over the past decade, she has coached and taught hundreds of leaders across tech, healthcare, and financial services, in organizations ranging from pre-IPO startups to major tech companies like Amazon, Google, and Salesforce.    She's been an adjunct lecturer at Stanford, helps train coaches as a faculty coach for Berkeley Executive Coaching Institute, and hosts the podcast, Ask A Decision Engineer. She earned her engineering degree from Stanford and her MBA from UC Berkeley. For those interested in exploring Michelle's coaching and speaking services further, additional information can be found on her professional website at poweredbydecisions.com.

    18 min
  6. S6E06 | What is the Society of Decision Professionals (SDP)?

    EPISODE 6

    S6E06 | What is the Society of Decision Professionals (SDP)?

    "At the heart of a company is the quality of its decisions. And it's rare that leadership programs teach you how to be a better decision maker." — SDP Conference Attendee Whether you're a CEO making strategic decisions, a data scientist analyzing choices, or someone navigating personal decisions, the field of decision-making offers structured approaches that can be scaled up or down for any situation. S5E5 | What is SDP?This episode takes listeners inside the world of professional decision-making through Michelle's firsthand exploration of the Society of Decision Professionals conference. Through interviews with members, Michelle uncovers how this diverse community approaches decision quality and why structured decision-making frameworks matter across all contexts. Table of ContentsIntroduction What is SDP? Types of Programming and Engagement The Diverse SDP Community Decision Quality in PracticeCross-Industry Learning The Future of Decision ProfessionalsWho Should Join SDP ConclusionIntroduction  Michelle introduces this special episode recorded at the Society of Decision Professionals annual conference, explaining her curiosity about this unique community of decision-makers. She sets the stage for exploring how professionals from vastly different industries come together around the common goal of improving decision quality. What is SDP? Lindsay Oyola, SDP's President-Elect traveling from Rio de Janeiro, explains that SDP brings together people from all different industries—consultants, vendors, corporate employees, government workers, and wildlife societies—united by their focus on helping make better decisions. "What brings it all together is that they're all helping practice how we make better decisions in all of the big decisions that we need to make," Lindsay explains. The society serves as a place where members can discuss decision-making techniques and share approaches across diverse contexts. Types of Programming and Engagement Lindsay outlines SDP's various offerings: Annual Conference: Three days of sessions ranging from deep mathematical approaches to behavioral and emotional aspects of decision-making, featuring true experts and practitioners. Monthly Webinars: Global learning opportunities about new ideas and developments in the field. Mentoring Programs: Past offerings that connected experienced practitioners with newcomers. Global Chapters: Local meetings (monthly, bi-monthly, or quarterly) with speakers and activities that build community. The Diverse SDP Community The SDP community spans a remarkable range of expertise and experience levels. Members include: Advanced practitioners with 40+ years of experienceProfessors who also consultGame theory specialists working with governments and companiesCorporate decision-makers handling investment and capital decisionsNatural resource managers working with fish and wildlifeData scientists and analysts (even those whose titles don't reflect decision work)Lindsay emphasizes that whether you're a decision-maker or someone helping organizations use information to make decisions, SDP offers valuable learning opportunities. Decision Quality in Practice A conference attendee shares insights about decision quality as a structured yet flexible approach. "It's a structured way, but you can actually downsize it or upsize it whichever way you want," they explain, noting how the same principles apply whether counseling a daughter on course selection or facilitating strategic business decisions. The approach exposes practitioners to diverse concepts including psychology (Kahneman and Tversky's work), mathematics, uncertainty analysis, and emerging technologies like AI. This interdisciplinary nature makes it difficult to box the field into any single category. Cross-Industry Learning Members highlight the unique networking opportunities that extend far beyond typical industry conferences. The community includes professionals from: Pharmaceutical companies dealing with uncertaintyGovernment agenciesEnergy sector (a major contributor to decision quality practices)Water management and natural resourcesAcademia and software developmentLeadership and coaching"You get to meet like deep thinkers, professors from different universities that are either teaching decision quality or have had applications of it into software," one member notes. This cross-pollination of ideas makes attendees valuable contributors in their own work contexts. The Future of Decision Professionals An SDP leader expresses gratitude for the community's passion toward improving decision quality and excitement about expanding the field. Recent years have seen SDP broaden its umbrella to include more disciplines that support decision-making, integrating methods across fields with the goal of improving both quality and efficiency. The integration of data science and AI into conferences, talks, and workshops represents a significant opportunity to reach more audiences and help more decisions be made with high quality. This expansion recognizes that achieving the field's potential requires more than just traditional decision professionals. Who Should Join SDPMultiple members emphasize that SDP welcomes anyone interested in decision-making, particularly those who: Feel their current choices aren't getting them where they need to goExperience anxiety about decisionsWant to stop second-guessing themselvesDesire greater control over their futureThe society offers standards and structured approaches that can be freeing for anyone wanting to step up to leading their own lives. As one member shares through an artist's story, learning decision-making principles can be transformative for people in any field. Conclusion Michelle wraps up by reflecting on the diverse and welcoming nature of the SDP community, highlighting how decision-making serves as a universal skill that transcends industry boundaries. The episode demonstrates how structured approaches to decision-making can benefit anyone, from corporate executives to artists seeking greater control over their creative and personal choices. Key TakeawaysUniversal Application: Decision-making frameworks can be scaled for any situation, from personal choices to strategic business decisionsCross-Industry Value: Learning from practitioners in different fields expands thinking beyond traditional boundariesCommunity Support: SDP provides both deep learning opportunities and meaningful professional relationshipsStructured Freedom: Having frameworks for decision-making can be liberating rather than constrainingInterdisciplinary Approach: The field draws from psychology, mathematics, technology, and other disciplinesFuture-Focused: Integration with AI and data science is expanding the field's reach and impactMentioned in the PodcastSociety of Decision Professionals (SDP)Decision Quality frameworkKahneman and Tversky's work in psychologyAI and generative AI applications in decision-making About Michelle FlorendoMichelle Florendo is a Stanford-trained decision engineer and executive coach who is on a mission to teach people how to make decisions with less stress and more clarity. Over the past decade, she has coached and taught hundreds of leaders across tech, healthcare, and financial services, in organizations ranging from pre-IPO startups to major tech companies like Amazon, Google, and Salesforce.    She's been an adjunct lecturer at Stanford, helps train coaches as a faculty coach for Berkeley Executive Coaching Institute, and hosts the podcast, Ask A Decision Engineer. She earned her engineering degree from Stanford and her MBA from UC Berkeley. For those interested in exploring Michelle's coaching and speaking services further, additional information can be found on her professional website at poweredbydecisions.com.

    17 min

  7. SEASON 6 TRAILER

    Season 6 Trailer

    I told someone I'd just flown in from a Decision Professionals conference. Their response? "A Society of WHAT?" Most people have no idea there's an entire field dedicated to decision-making. It's like this best-kept secret that no one wants to keep secret. At the conference in Vancouver, I met fascinating people who traveled from around the world:  → A data analyst from Papua New Guinea seeking better frameworks  → A graduate student from Colorado who discovered decision analytics → A data scientist from New York finding academic backing for her intuitive methods  → Experienced decision professionals from Austria, Nigeria, Australia, and Brazil All united by one mission: helping people make better decisions. Some call it decision analysis. Others say decision science. Some prefer decision quality. But regardless of the name, they're all committed to supporting great decisions, every time. I'm taking you behind the scenes of this hidden world. You'll hear from professionals who use decision science in healthcare, business, and government - and discover the frameworks that could transform how you approach your toughest choices. Because here's what I learned: The tools exist. The expertise is out there. Most people just don't know where to find it. What's one decision you're struggling with right now? There might be a framework for that. Season 6 of Ask A Decision Engineer launches this June. About Michelle FlorendoMichelle Florendo is a Stanford-trained decision engineer and executive coach who is on a mission to teach people how to make decisions with less stress and more clarity. Over the past decade, she has coached and taught hundreds of leaders across tech, healthcare, and financial services, in organizations ranging from pre-IPO startups to major tech companies like Amazon, Google, and Salesforce.    She's been an adjunct lecturer at Stanford, helps train coaches as a faculty coach for Berkeley Executive Coaching Institute, and hosts the podcast, Ask A Decision Engineer. She earned her engineering degree from Stanford and her MBA from UC Berkeley. For those interested in exploring Michelle's coaching and speaking services further, additional information can be found on her professional website at poweredbydecisions.com.

    1 min
See All Season 6 (7)

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Even the smartest people can get tied into knots when making big decisions. Get the tools to move through decisions with less stress and more clarity. Join Stanford Decision Engineer and Coach Michelle Florendo for a comprehensive and systematic way of untangling every decision - no matter how big or small. New to the podcast? - Dip into Season 1 for why this podcast exists and the first few pilot season episodes - Binge Season 2 for tips on how to untangle an upcoming big decision - Check out Season 3 for how to navigate emotions in the decision process - Season 4 brings you insights from experts in the field who have influenced my work - Season 5 is airing Fall 2025. For more about Michelle's work, visit https://www.poweredbydecisions.com

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  • Creator
    Michelle Florendo
  • Episodes
    52
  • Seasons
    6
  • Rating
    Clean
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    © 2019 - 2022 Powered By Decisions, LLC
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