Now people around the table turn to the CEO.

The facts have been assembled, and the arguments for and against the options spelled out, but no clear evidence supports any particular one.

He describes these elements and offers suggestions for improvement in each one.ДЄ decision must be made. As a result, he has identified six key elements that collectively constitute good judgment: learning, trust, experience, detachment, options, and delivery. He asked them to share their observations of their own and other peopleвЂ™s exercise of judgment so that he could identify the skills and behaviors that collectively create the conditions for fresh insights and enable decision makers to discern patterns that others miss. He approached CEOs at a range of companies, from some of the worldвЂ™s largest right down to start-ups, along with leaders in the professions: senior partners at law and accountancy firms, generals, doctors, scientists, priests, and diplomats. Likierman believes that a more precise understanding of what exactly gives someone good judgment may make it possible for people to learn and improve on it. It is what enables a sound choice in the absence of clear-cut, relevant data or an obvious path. Judgment-the ability to combine personal qualities with relevant knowledge and experience to form opinions and make decisions-is вЂњthe core of exemplary leadership,вЂќ according to Noel Tichy and Warren Bennis (the authors of Judgment: How Winning Leaders Make Great Calls).

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