How We Decide
A serious policy should survive serious questions.
The method exists to improve judgement, not to imitate certainty or replace democracy.
Define the problem
State what is happening, who is affected, likely causes and what remains uncertain.
Establish authority and constraints
Ask why government should act, which institution has power and which rights or legal limits apply.
Define outcomes and the counterfactual
Describe the outcome and the likely future without a new policy.
Generate real options
Compare genuinely different approaches rather than a preferred policy with a straw man.
Build the evidence case
Match evidence to each descriptive, causal, delivery, forecast or value claim.
Appraise consequences
Map benefits, costs, opportunity costs, administration and long-term effects.
Test distribution and rights
Identify winners, losers, risk bearers and less restrictive alternatives.
Test behaviour and misuse
Examine incentives, avoidance, gaming, bureaucracy and hostile use.
Test delivery
Identify powers, money, people, technology, procurement, transition and ownership.
Test legitimacy and challenge
Separate public opinion, consultation, affected experience and expert scrutiny.
Make the judgement
State the preferred option, principal cost, uncertainty and political reasons.
Monitor, evaluate and end
Set outcomes, guardrails, review dates and conditions for change or withdrawal.
Evidence is not sovereign
Evidence can show consequences, uncertainty and delivery risks. It cannot settle every value. Elected leaders remain responsible for the judgement.
No automatic score
A benefit-cost ratio, model or public-opinion result cannot mechanically select policy. Rights, legitimacy, distribution and political judgement remain visible.