Two decades in consulting and leadership showed us capable, well-intentioned groups committing to important decisions — and repeatedly producing less than they believed they had agreed to.
Poor communication, misalignment, resistance to change — the standard explanations describe what went wrong, not where it began.
We founded SchellingPoint to study alignment. What we found: most alignment problems are decision design problems — gaps, hidden assumptions, and unsecured commitments built in before execution starts.
Between "we need to decide" and "we are executing" sits the decision design capability.
Organizations have decades of tools for execution — almost none for the goals and actions they will implement.
Not post-event surveys. We captured group decisions as they happened, at scale — millions of structured observations of what participants believed, where they aligned, and how decisions evolved. The framework, methods, and software are built from that data.
Built on the work of Nobel laureate Prof. Thomas Schelling, Harvard's Chris Argyris, Cornell's Prof. Jay Russo, Argyris' student Gary Lospaluto, and our own Relational Network Analysis.
Two decades in management consulting and business leadership informed the research agenda. Michael leads SchellingPoint’s research program and the development of the Optimal GDM framework.
Tim leads SchellingPoint’s technology development, including the GDM software platform and its AI capabilities. Tim is responsible for implementing Invisible Design - to provide a comfortable interface for users powered by the framework and mathematics.
