Applied Judgment Assessment
Applied skill assessment · nurses, care managers, social workers and support teams · browse the full catalogue

Consent and Decision-Making Capacity Assessment for Health and Social Care TeamsDoing more for somebody is not the safe answer. It is just the error nobody complains about.

Sixteen situations, one ladder of four levels, and a credit table built so that every fixed setting scores exactly the same.

45 minutes39 scored exercisesEvidence-keyed scoringGlobal · INR & USD

The training teaches the framework. Nothing measures whether the judgement holds.

A one-day instructor-led capacity course is published at around two thousand dollars a seat, and the e-learning versions run from a pound or two per learner upward. Both teach the same thing: what the principles are and what the steps are called. The cases that go wrong were handled by people who knew the steps.

Sixteen situations here offer the same four choices every time, written out as the options rather than remembered: take it as their decision, put it to them again another way, bring in somebody else's view, or decide it for them and write down why. Each situation warrants one of the four, and four situations warrant each, so there is no safe setting to leave yourself on.

Credit comes from a four-by-four table whose COLUMNS have identical means. That is the whole design, and it is the part that is easy to get wrong: with credit graded by plain distance on a ladder, the middle levels sit nearer to everything and always consulting quietly becomes the best thing to do without reading anything. With this table every fixed level scores the same total and all four score behind reading the case - and your report computes those four totals on your own sixteen situations rather than asserting the property.

Which way you lean is reported on its own signed axis and never priced into the score, with both ends named as costs. A table that paid more for going further would be training defensive practice and calling it rigour. Taking a decision from somebody who could have made it is the error nobody complains about, because the person who lost it is the one least able to say so.

For every situation you did not match, the report prints what you chose beside what it warranted and then annotates the difference. Not the model answer on its own, which teaches nothing about why it was the model answer.

Four parts of the work, each measured by at least eight exercises:
Whether they can decide this oneWhat you do before deciding for themWhose view counts, and whenRecording it so it holds

What you walk away with

How closely you matched what each situation warranted

A credit total against a table whose column means are equal, with its band.

All four fixed settings, computed on your own answers

Four equal totals, all at zero, so the claim that no default pays is demonstrated rather than asserted.

Which way you lean, on its own axis

Acting further than warranted or staying short, with both ends named as costs and neither as the good one.

How much of the ladder you used

A level you never choose is a response you never make, which no average can show.

Counterfactual panels

What you chose, what it warranted, and the difference annotated - ordered by the size of the gap.

One if-then change

Aimed at whichever part of your own sitting sat lowest.

Inside your report

Illustrative sample — your report is generated from your own responses.

The credit table, and its column means
Warranted / chosenTheir decisionAsk againConsultDecide for them
1. Their decision3100
2. Ask again2311
3. Consult1232
4. Decide for them0023
Column mean1.51.51.51.5

Identical column means are the property the whole instrument rests on: every fixed level scores the same, and all four score behind reading the case.

What you chose, and what it warranted

A man newly on strong pain relief cannot follow a conversation about moving rooms. By late afternoon he is usually much clearer.

You chose
Ask the ward team to decide where he should go
This warranted
Come back this afternoon and ask him again then

The difference. You went one step further than this needed. It is the safe-feeling direction and it costs somebody a decision they could have made.

Built for

  • Nurses, allied health professionals and clinicians taking consent
  • Social workers, care managers and support staff making decisions with people
  • Registered managers and practice leads deciding who can work unsupervised
  • Anybody who has recorded that somebody lacked insight and wondered later what that said

Find out which way your default runs

39 exercises across six formats · about 45 minutes · the credit table, all four fixed settings and your counterfactuals printed.

₹999 (incl. GST) · assessment and full report, nothing further to pay

Buy this assessment

No account needed to buy. Your name and email identify the purchase and Razorpay sends your receipt to that address.

Secure Razorpay payment · ₹999 includes 18% GST

Bought this already and lost the tab? Sign in and enter your purchase code under Claim a purchase on your dashboard.

Secure checkout · INR & USDFull report immediately after submission

Frequently asked questions

Does it test a particular country's law?

No. No legislation, code of practice or assessment tool is named or tested anywhere in it. Every situation turns on the handling - whether the barrier was removed, whose view is evidence of what, whether the record would be checkable - which is the same under every capacity framework.

Is the safe answer always to do more?

No, and the scoring is built to make that visible. Acting further than a situation warranted is scored as an error in its own right, and it is reported on a signed axis with both directions named as costs. A test that rewarded going further would be training defensive practice.

How can I tell the scoring is not rewarding a habit?

Your report computes what each of the four fixed settings would have scored on your own sixteen situations and prints the four totals. They are equal by construction and all four sit at zero, which is where the scale's zero comes from. You can check it rather than take it on trust.

Is this a fitness-to-practise judgement?

No. It is a measure of judgement on sixteen written situations in one sitting, not of how anybody handles a real conversation with a real person in front of them, and the report says so. It should not be used on its own to decide who is allowed to do this work.

How long is it and what does it cost?

About forty-five minutes for thirty-nine exercises. ₹999 in India, inclusive of GST, or US$9.99 elsewhere, one time, for the sitting and the full report.

One of the AssessAll applied-judgment assessments

Each one takes a single capability, puts you inside the situations where it is actually tested, and scores your choices against published evidence — with a report designed for that capability alone, not a template. They span hiring, compliance, education, operations and personal skill.

Browse the catalogue

Methodology: Thirty-nine original exercises across six formats: sixteen ladder situations, six most-and-least forced choices, six select-every-that-applies exercises, five binary claims, three matching exercises and three ordering exercises. The declared response instruction is behavioural tendency throughout - what are you most likely to do - and one instruction covers the whole form. Construct statement: it measures how closely somebody's handling of a decision matches what that decision warrants, whether they can separate the question of ability to decide from the question of whether the decision is a good one, whose view they treat as evidence of what, and whether their record would be checkable by a reader who was not present. It does not test any country's legislation, any code of practice or any assessment tool, it does not measure clinical knowledge, and it is not a fitness-to-practise judgement about anybody. Scoring is a warranted-level match. Every situation offers the same four levels of how far to go past what the person has said, re-worded for the situation so the answer cannot be found by matching a phrase, and positioned so that each level occupies each slot four times across the sixteen. Credit comes from a four-by-four table whose COLUMNS have identical means over an evenly warranted bank, which is the whole of the design: with credit graded by plain distance the middle levels sit nearer to everything and always consulting quietly becomes the best fixed strategy. With this table every fixed level scores the same total, all four score behind reading the case, and the report demonstrates that on the reader's own answers rather than asserting it. The direction of the error is reported as its own signed number rather than priced into the headline, because a table that pays more for going further trains defensive practice and calls it care; the width of the ladder a respondent actually uses is reported as a third figure. Every other strand is chance-corrected against authored answer priors carried on each option, with the two poles of each forced choice carrying separate priors because a most and a least are two different questions with two different nulls. Each of the four parts carries a three-way placement with its reliability printed, never a number and never a percentile, because no norm group exists. Constructs and sources: the functional, decision-specific and time-specific model of decision-making ability that is common to capacity frameworks internationally and to the MacArthur competence research programme (Appelbaum and Grisso's four abilities - understanding, retaining, appreciating and reasoning, with communication of the choice); the principle that an unwise decision is not evidence of incapacity, which is the most frequently breached rule in audits of real capacity records; the least-restrictive-option principle and the substituted-judgement versus best-interests distinction; the empirical finding that capacity is over-attributed to compliant patients and under-attributed to refusing ones, which is why the refusal situations here are balanced against the agreement ones; research on fluctuating and time-of-day variation in decision-making ability; the documentation literature showing that conclusory notes such as lacks insight are the commonest single fault in capacity recording; McDaniel and colleagues on behavioural-tendency response instructions in situational judgement; and Haladyna, Downing and Rodriguez on plausible distractors and cue control. All exercises are original works; no commercial instrument's items or name is reproduced and no affiliation is implied.