// The Decision Integrity Chain™ (DIC™)

The eight layers a decision moves through —
and where control is lost.

The Decision Integrity Chain™ maps how an institutional decision travels from purpose to execution and back. It gives everyone accountable for the decision one shared map — so they can see where a decision sits, which layer is drifting, and which join has broken.

// The chain

1 PURPOSE 2 STRATEGY 3 INTENT 4 RULES 5 JUDGMENT 6 DECISION 7 OUTCOME 8 FEEDBACK Dashed join = where intent and execution most often separate

Purpose → Strategy → Intent → Rules → Judgment → Decision → Outcome → Feedback

The eight layers

Each layer has an owner. Control is usually lost not inside a layer but at the joins between them — where intent, authority and accountability begin to separate.

1 · Purpose

What the institution exists to protect or achieve.

2 · Strategy

The choice about how to pursue that purpose.

3 · Intent

The authorised outcome and its boundaries.

4 · Rules

Intent translated into policy, thresholds and code.

5 · Judgment

Where a person, model or agent interprets information or exercises discretion.

6 · Decision

The act itself — the decision that is actually made.

7 · Outcome

What follows from the decision.

8 · Feedback

Whether the chain learns — and returns to someone who can correct it.

// Who it's for

One shared map for everyone accountable for the decision

The Decision Integrity Chain™ — and the book When Decisions Break — is written for the people who answer for institutional decisions and the systems that now make them: boards, executives, risk and compliance leaders, technologists and engineers, and regulators. Each sees a different part of the chain. DIC™ gives them one language for the whole of it.

It is a map, not a project plan

Real decisions do not move neatly from left to right. They loop back. An outcome may expose a rule that was wrong from the beginning. A judgment may reveal that the original intent was unclear. Feedback may force a change in strategy — effectively sending the whole chain into reverse.

Used this way, DIC™ locates the break. In one credit case, intent was never encoded into rules. A healthcare scheduling case breaks between outcome and feedback. A clinical scoring case breaks at judgment, because authority was delegated without a clear boundary. In another, purpose called for fair customer outcomes while the rules optimised margin — a contradiction that continued for twenty-two months before an inquiry exposed it. The cases differ; the map stays the same.

Read the book → What is Decision Engineering™? → The research on SSRN →