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Judgement at Work: Making Better Choices
How do I know who to trust? What about risk? Should I rely on my intuition? How do I best use my knowledge and experience?
These are the dilemmas facing anyone who makes decisions in business today. Good judgement is crucial to good management in general and leadership in particular. It covers not only major choices like important hires, strategy and big projects, but how organisations shape their culture.
Based on a lifetime of research and applied expertise, Andrew Likierman - former dean of London Business School and director of the Bank of England - asks the questions which have never been asked by business or management books What exactly is judgement? And how do we separate this process from risk, decision-making or sheer luck?
Using examples from a diverse range of fields and countries to put forward a radical six-part framework, Likierman explains how to find out whether you have judgement, how to improve it and how to identify it in others - revealing extraordinary opportunities for self-improvement on the way.
These are the dilemmas facing anyone who makes decisions in business today. Good judgement is crucial to good management in general and leadership in particular. It covers not only major choices like important hires, strategy and big projects, but how organisations shape their culture.
Based on a lifetime of research and applied expertise, Andrew Likierman - former dean of London Business School and director of the Bank of England - asks the questions which have never been asked by business or management books What exactly is judgement? And how do we separate this process from risk, decision-making or sheer luck?
Using examples from a diverse range of fields and countries to put forward a radical six-part framework, Likierman explains how to find out whether you have judgement, how to improve it and how to identify it in others - revealing extraordinary opportunities for self-improvement on the way.
304 pages, Kindle Edition
Published January 23, 2025
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April 13, 2025In "Judgment at Work: Making Better Choices", Andrew Likierman presents a compelling and practical guide to understanding, developing, and applying better judgment in all areas of life, particularly in leadership and high-stakes decision-making. The book challenges the assumption that sound decisions come purely from technical expertise or logic. Instead, it highlights judgment as a distinct, often overlooked capability — one that determines which options are considered in the first place and, consequently, shapes the trajectory of decisions long before they're formally made.
The book opens with a chilling example: the Titanic disaster. It wasn’t just the iceberg or the chaos that doomed over 1,500 passengers; it was an earlier lapse in judgment — the design decision to carry too few lifeboats — that had already sealed their fate. This serves as a metaphor throughout the book: judgment, while invisible in the moment, has far-reaching consequences that are only obvious in hindsight. This framing sets the stage for a deep dive into what good judgment actually is, how it differs from decision-making, and why even the most experienced professionals can falter without it.
Likierman explores the nuanced distinction between judgment and decision-making. While decision-making is about choosing among options, judgment is about determining 'which' options are worth considering in the first place. This requires not just logic and analysis, but experience, emotional intelligence, and the ability to recognize patterns, anticipate outcomes, and remain open to new information. It’s judgment that sets the foundation — the context in which decisions are made. As such, improving it requires much more than sharpening your intellect; it demands awareness of biases, a willingness to challenge your own beliefs, and the ability to listen to feedback from others.
A powerful illustration of strong judgment under pressure is the story of Captain Chesley Sullenberger landing a plane on the Hudson River in 2009. With both engines disabled, he had mere seconds to decide, and his successful water landing saved every life aboard. This wasn't blind instinct; it was judgment built on years of training, deep awareness of the situation, and calm under pressure. The book emphasizes that such decisions are made possible by the quiet, often invisible processes of judgment developed well before the crisis hits.
One of the book’s most consistent themes is the importance of preparation. Good judgment is rarely about a single moment of genius. It emerges through reflective learning, critical questioning, and the humility to accept that no one sees the full picture. Likierman urges readers to regularly step back, examine assumptions, run 'what-if' scenarios, and expose themselves to differing viewpoints. This not only sharpens judgment but also prevents common traps like overconfidence, groupthink, and confirmation bias.
The book breaks down judgment into six core components: experience, awareness, trust, information quality, emotional regulation, and reasoning. Each one plays a role, but Likierman devotes particular focus to the foundational trio: experience, awareness, and trust. Experience, while useful, can become a crutch if over-relied on, especially in new contexts. Awareness helps identify gaps in data or changes in a situation, but it requires constant vigilance to stay sharp. And trust — in people, systems, or data — is essential, but must be scrutinized. Who or what you choose to trust can steer a decision dramatically, for better or worse.
An extraordinary example that ties these principles together is the story of a Soviet officer during the Cold War who received a report suggesting a U.S. missile strike was imminent. Rather than follow protocol, which would have escalated the alert, he paused, trusted his instincts over the data, and correctly deduced the warning was a false alarm. His judgment — built on experience, situational awareness, and measured trust — averted global catastrophe. This incident exemplifies how judgment operates at the crossroads of logic and intuition, caution and courage.
Likierman also explores the emotional dimensions of judgment. Emotions, values, and beliefs shape how people interpret risk and respond to information, often without realizing it. Biases like overconfidence, confirmation bias, or recency bias skew how we weigh data or assess options. The key isn’t to eliminate emotion — an impossible and even undesirable goal — but to become aware of how it colors your thinking. By identifying blind spots and soliciting diverse viewpoints, decision-makers can reach more objective, thoughtful conclusions.
Another key insight is how the structure of choices can limit judgment. If options are framed narrowly, or if decision-makers rush to select from a preset menu, they may overlook better alternatives altogether. Likierman advises leaders to step back and ask: 'Are these really the only options?' This openness to redefining the problem, not just solving it, is one of the marks of good judgment. Likewise, delivery matters just as much as decision-making. Even the best strategy can fail if poorly executed, misaligned with goals, or lacking in accountability and follow-through. To make better decisions, organizations must embed feedback loops, encourage reflection, and make continuous improvement a cultural habit.
The book also explores the tension between speed and deliberation. Sometimes, rapid decisions are necessary — like in emergencies. Other times, slowing down can prevent disaster. Likierman offers a practical approach drawn from Amazon: categorize decisions as reversible or irreversible. When a mistake can be corrected later, move fast. When the stakes are high and the consequences lasting, take time to deliberate. This model helps leaders balance urgency with thoughtful assessment.
Intuition, too, plays a role in judgment, especially when paired with experience. A firefighter can sense danger in a collapsing building — their intuition has been shaped by years of lived scenarios. But in unfamiliar contexts, relying purely on gut feeling is risky. That’s why Likierman encourages readers to test their instincts against data, reason, and opposing views. By balancing intuitive judgment with rational analysis, decision-makers can respond more effectively under pressure.
One of the more valuable lessons comes from examining failures. Poor judgment isn’t always obvious right away — sometimes, luck can mask a bad decision, and misfortune can ruin a well-made one. Judging the quality of judgment by outcomes alone is misleading. Instead, Likierman advocates reviewing the 'process' behind decisions. What assumptions were made? Were alternatives considered? Was the emotional climate appropriate? This kind of reflective review is essential for learning and growth.
The real-world implications of strong judgment are clearest when Likierman moves into specific contexts like hiring, startups, and public service. In hiring, good judgment helps go beyond resumes to assess character, adaptability, and strategic fit. In startups, it’s the difference between confident risk-taking and reckless overreach. In government, where ethical, political, and practical pressures collide, judgment must filter noise from signal, and personal belief from public responsibility. Across each of these areas, Likierman shows how the same foundational elements of judgment apply, even if the tools and tactics vary.
As the book concludes, it drives home the central message: good judgment is not innate. It is a learnable, improvable skill that grows with reflection, practice, and a willingness to question yourself and your environment. Organizations that foster judgment — by encouraging dissent, building diverse teams, and rewarding thoughtful evaluation over fast answers — outperform those that don’t. And individuals who invest in developing their judgment become more resilient, effective, and adaptable leaders.
In sum, "Judgment at Work" is both a framework and a call to action. Likierman demystifies judgment, stripping it of vague mystique and showing that it’s as much about habits and reflection as it is about intellect or instinct. It’s not the loudest voice in the room, nor the fastest, that makes the best call — it’s the one that sees the situation clearly, understands the weight of the moment, and chooses wisely. Whether you're facing a daily work decision or a life-altering crossroads, better judgment, as this book shows, is the most valuable tool you can carry.
The book opens with a chilling example: the Titanic disaster. It wasn’t just the iceberg or the chaos that doomed over 1,500 passengers; it was an earlier lapse in judgment — the design decision to carry too few lifeboats — that had already sealed their fate. This serves as a metaphor throughout the book: judgment, while invisible in the moment, has far-reaching consequences that are only obvious in hindsight. This framing sets the stage for a deep dive into what good judgment actually is, how it differs from decision-making, and why even the most experienced professionals can falter without it.
Likierman explores the nuanced distinction between judgment and decision-making. While decision-making is about choosing among options, judgment is about determining 'which' options are worth considering in the first place. This requires not just logic and analysis, but experience, emotional intelligence, and the ability to recognize patterns, anticipate outcomes, and remain open to new information. It’s judgment that sets the foundation — the context in which decisions are made. As such, improving it requires much more than sharpening your intellect; it demands awareness of biases, a willingness to challenge your own beliefs, and the ability to listen to feedback from others.
A powerful illustration of strong judgment under pressure is the story of Captain Chesley Sullenberger landing a plane on the Hudson River in 2009. With both engines disabled, he had mere seconds to decide, and his successful water landing saved every life aboard. This wasn't blind instinct; it was judgment built on years of training, deep awareness of the situation, and calm under pressure. The book emphasizes that such decisions are made possible by the quiet, often invisible processes of judgment developed well before the crisis hits.
One of the book’s most consistent themes is the importance of preparation. Good judgment is rarely about a single moment of genius. It emerges through reflective learning, critical questioning, and the humility to accept that no one sees the full picture. Likierman urges readers to regularly step back, examine assumptions, run 'what-if' scenarios, and expose themselves to differing viewpoints. This not only sharpens judgment but also prevents common traps like overconfidence, groupthink, and confirmation bias.
The book breaks down judgment into six core components: experience, awareness, trust, information quality, emotional regulation, and reasoning. Each one plays a role, but Likierman devotes particular focus to the foundational trio: experience, awareness, and trust. Experience, while useful, can become a crutch if over-relied on, especially in new contexts. Awareness helps identify gaps in data or changes in a situation, but it requires constant vigilance to stay sharp. And trust — in people, systems, or data — is essential, but must be scrutinized. Who or what you choose to trust can steer a decision dramatically, for better or worse.
An extraordinary example that ties these principles together is the story of a Soviet officer during the Cold War who received a report suggesting a U.S. missile strike was imminent. Rather than follow protocol, which would have escalated the alert, he paused, trusted his instincts over the data, and correctly deduced the warning was a false alarm. His judgment — built on experience, situational awareness, and measured trust — averted global catastrophe. This incident exemplifies how judgment operates at the crossroads of logic and intuition, caution and courage.
Likierman also explores the emotional dimensions of judgment. Emotions, values, and beliefs shape how people interpret risk and respond to information, often without realizing it. Biases like overconfidence, confirmation bias, or recency bias skew how we weigh data or assess options. The key isn’t to eliminate emotion — an impossible and even undesirable goal — but to become aware of how it colors your thinking. By identifying blind spots and soliciting diverse viewpoints, decision-makers can reach more objective, thoughtful conclusions.
Another key insight is how the structure of choices can limit judgment. If options are framed narrowly, or if decision-makers rush to select from a preset menu, they may overlook better alternatives altogether. Likierman advises leaders to step back and ask: 'Are these really the only options?' This openness to redefining the problem, not just solving it, is one of the marks of good judgment. Likewise, delivery matters just as much as decision-making. Even the best strategy can fail if poorly executed, misaligned with goals, or lacking in accountability and follow-through. To make better decisions, organizations must embed feedback loops, encourage reflection, and make continuous improvement a cultural habit.
The book also explores the tension between speed and deliberation. Sometimes, rapid decisions are necessary — like in emergencies. Other times, slowing down can prevent disaster. Likierman offers a practical approach drawn from Amazon: categorize decisions as reversible or irreversible. When a mistake can be corrected later, move fast. When the stakes are high and the consequences lasting, take time to deliberate. This model helps leaders balance urgency with thoughtful assessment.
Intuition, too, plays a role in judgment, especially when paired with experience. A firefighter can sense danger in a collapsing building — their intuition has been shaped by years of lived scenarios. But in unfamiliar contexts, relying purely on gut feeling is risky. That’s why Likierman encourages readers to test their instincts against data, reason, and opposing views. By balancing intuitive judgment with rational analysis, decision-makers can respond more effectively under pressure.
One of the more valuable lessons comes from examining failures. Poor judgment isn’t always obvious right away — sometimes, luck can mask a bad decision, and misfortune can ruin a well-made one. Judging the quality of judgment by outcomes alone is misleading. Instead, Likierman advocates reviewing the 'process' behind decisions. What assumptions were made? Were alternatives considered? Was the emotional climate appropriate? This kind of reflective review is essential for learning and growth.
The real-world implications of strong judgment are clearest when Likierman moves into specific contexts like hiring, startups, and public service. In hiring, good judgment helps go beyond resumes to assess character, adaptability, and strategic fit. In startups, it’s the difference between confident risk-taking and reckless overreach. In government, where ethical, political, and practical pressures collide, judgment must filter noise from signal, and personal belief from public responsibility. Across each of these areas, Likierman shows how the same foundational elements of judgment apply, even if the tools and tactics vary.
As the book concludes, it drives home the central message: good judgment is not innate. It is a learnable, improvable skill that grows with reflection, practice, and a willingness to question yourself and your environment. Organizations that foster judgment — by encouraging dissent, building diverse teams, and rewarding thoughtful evaluation over fast answers — outperform those that don’t. And individuals who invest in developing their judgment become more resilient, effective, and adaptable leaders.
In sum, "Judgment at Work" is both a framework and a call to action. Likierman demystifies judgment, stripping it of vague mystique and showing that it’s as much about habits and reflection as it is about intellect or instinct. It’s not the loudest voice in the room, nor the fastest, that makes the best call — it’s the one that sees the situation clearly, understands the weight of the moment, and chooses wisely. Whether you're facing a daily work decision or a life-altering crossroads, better judgment, as this book shows, is the most valuable tool you can carry.
April 13, 2025
Judgement differs from decision making
judgment is a vital skill you can hone through experience and learning, enabling you to wisely assess situations, weigh risks, and make informed decisions.
Effective judgment balances six interconnected pillars. It starts with experience that provides valuable insights, but must be adapted to new situations. Next comes awareness – the ability to detect biases, identify information gaps, and remain open to different perspectives. Trusting others is also key, but it's important to ensure diverse viewpoints challenge assumptions. Recognizing how feelings, beliefs, emotions and cognitive biases shape decisions is crucial, as is learning to manage them effectively. The ability to critically evaluate options, avoid restricted thinking, and commit to the best course of action is another essential component. Finally, ensuring well-reasoned decisions are successfully implemented requires accountability, adaptability, and continuous learning.
By applying this framework to your personal and professional life, you'll pave the way for more effective decision-making. Whether you're managing crises, leading teams, or making everyday choices, refining your judgment helps minimize mistakes and maximize success. Remember, your judgment isn't static – it improves with reflection and application. By honing this skill, you'll enhance your ability to make thoughtful, strategic, and impactful decisions in any situation.
judgment is a vital skill you can hone through experience and learning, enabling you to wisely assess situations, weigh risks, and make informed decisions.
Effective judgment balances six interconnected pillars. It starts with experience that provides valuable insights, but must be adapted to new situations. Next comes awareness – the ability to detect biases, identify information gaps, and remain open to different perspectives. Trusting others is also key, but it's important to ensure diverse viewpoints challenge assumptions. Recognizing how feelings, beliefs, emotions and cognitive biases shape decisions is crucial, as is learning to manage them effectively. The ability to critically evaluate options, avoid restricted thinking, and commit to the best course of action is another essential component. Finally, ensuring well-reasoned decisions are successfully implemented requires accountability, adaptability, and continuous learning.
By applying this framework to your personal and professional life, you'll pave the way for more effective decision-making. Whether you're managing crises, leading teams, or making everyday choices, refining your judgment helps minimize mistakes and maximize success. Remember, your judgment isn't static – it improves with reflection and application. By honing this skill, you'll enhance your ability to make thoughtful, strategic, and impactful decisions in any situation.
This entire review has been hidden because of spoilers.
May 14, 2025
In Judgement at Work, Sir Andrew Likierman distills decades of leadership insight into a compelling and highly practical guide to improving one of the most elusive qualities in business: judgement. Drawing on his vast experience in government, academia, and corporate boardrooms, Likierman dissects judgement into clear, actionable components—context, intelligence gathering, options, and delivery—making a once-vague concept feel both tangible and trainable. What sets this book apart is its balance of intellectual rigor and accessibility; it doesn’t just tell you to "trust your gut" or "follow the data," but rather shows how good judgement comes from disciplined thinking and asking the right questions at the right time.
Whether you're a CEO navigating high-stakes decisions or a team leader making daily calls under uncertainty, this book offers a framework to sharpen your decision-making muscles. Likierman illustrates his points with real-world examples and offers diagnostic tools that readers can immediately apply in their own contexts. It’s not just a book to read once—it’s a reference to return to again and again. Judgement at Work is a must-have for leaders serious about making better choices in today’s fast-moving and ambiguous business environment.
Whether you're a CEO navigating high-stakes decisions or a team leader making daily calls under uncertainty, this book offers a framework to sharpen your decision-making muscles. Likierman illustrates his points with real-world examples and offers diagnostic tools that readers can immediately apply in their own contexts. It’s not just a book to read once—it’s a reference to return to again and again. Judgement at Work is a must-have for leaders serious about making better choices in today’s fast-moving and ambiguous business environment.
December 7, 2025
I didn't really get much from reading this that I haven't read before. There are some good further reading recommendations at the end but all in all Judgement at Work just didn't provide the kind of poky insights or aha moments I was hoping for. A disappointing 2 star read.
Displaying 1 - 4 of 4 reviews