91%
of executives report making at least one major decision they regretted during a period of organizational stress — Use this to open the session and frame the urgency.
Opening Frame
Open with the anchor statistic above. Let it sit in silence for 5 seconds before continuing.
Frame the session: "Today we're going to look at Decision Systems through a trauma-informed lens — which means we're going to start with what's actually happening in human nervous systems, and work our way to specific, applicable tools."
Check-In: "In the chat or aloud — describe your current Decision Systems challenge in three words." Display responses without commentary.
Facilitator Note
Whatever words appear in the check-in — name them throughout the session. "Earlier you said [word] — that's exactly what we're addressing in the next section."
Core Teaching Points
Stress narrows cognition — literally: Explain the neurobiological basis and connect it directly to your participants' daily experience.
Decision fatigue compounds with hierarchy: Give a concrete organizational example — name the feeling, the behavior, and the systemic cause.
Good process is the only hedge against crisis thinking: Use an analogy your audience will recognize. Make the abstract concrete.
Psychological safety is prerequisite to honest input: Connect all three points back to the ANCHOR framework — specifically which pillar this teaching supports.
What have you been calling a "performance problem" that might actually be a nervous system problem?
Where in your organization is the survival brain running the show instead of the strategic brain?
Framework Steps — Teach Each One, Then Pause for Questions
Step 1 — Clarify: Define decision types and matching processes
Step 2 — Limit: Limit decision points requiring full executive attention
Step 3 — Expand: Expand input channels before deciding, not after
Step 4 — Anchor: Anchor to pre-committed criteria, not in-moment feeling
Step 5 — Review: Review high-stakes decisions after 30 days
Facilitator Note
Display the T5 Infographic now. Give 60 seconds of silent review, then ask: "Which step is most missing from your current approach?" Use responses to guide the depth of your discussion.
Run Activity 2 (Kinesthetic) or Activity 4 (Analytical) from the T5 Activities page, depending on your group's composition.
Debrief: What surprised you? Where did the framework feel awkward or forced? That friction is data — name it.
Where did you notice yourself resisting this approach — and what does that resistance tell you?
Workbook close: "Complete page 5 — your 30-day action plan — before you close your laptop today."
Ask 3–4 volunteers to share their commitment aloud. Name what's specific and actionable about each one.
Close: "The work of trauma-informed leadership is not a destination — it's a daily practice. Today is day one."
What is the smallest possible action you could take this week that would signal to your team that something has changed?