Are we stuck with the illusion of “the decision-making animal” when, in fact, our decisions are so often biased, compromised, trumped by short-termism and, ultimately, bad for us? We try to use the power of process to reduce these flaws in our deciding; we have decision-trees, and operations research, not to mention governance structures, and lessons learned, and subject-matter experts, and working groups. They all have their advocates and strengths, but we can find horror stories about each and every one.