Programs

Professional practice · Facilitator-led

Clinical Judgement

Six simulations of judgement under uncertainty, run weekly, measured over time.

A weekly program for clinicians, assigned by an educator, supervisor or clinical lead, built on Renatus. Six simulation rooms · Four weeks, two rooms a week then one · Unlimited attempts · Ongoing thereafter.

4 weeks · 6 rooms · Total time 2 hours 15 min

Who it's for: Doctors, nurses, midwives, paramedics and allied health professionals at every level, in primary care, emergency, ward, community and pre-hospital settings, and the educators who supervise them.
Cadence: 4 weeks
Format: Facilitator-led
Program sessions: 4

Who it's for

Doctors, nurses, midwives, paramedics and allied health professionals at every level, in primary care, emergency, ward, community and pre-hospital settings, and the educators who supervise them.

Output

A scored report after every room, with the moment that earned each score, the bias the evidence shows and one recommended focus
A trajectory across every attempt, dimension by dimension
For the educator, a Ren summary of each clinician and a team report
Scored against published frameworks: clinical reasoning (Higgs and Jones), Croskerry's cognitive error in diagnosis, Endsley's situational awareness, shared decision making (Elwyn), Rest's four-component model, Boyd's OODA loop, Klein's recognition-primed decision-making and source-monitoring research

Program contents

Diagnostic reasoning · Knowledge under examination — Clinical Judgement · Test your knowledge
Communicating uncertainty · Ethical judgement — Difficult Conversation · Ethics Test
Escalation under pressure — Crisis Decision
Accounting for a decision — Hearing Preparation

How the program works

The rooms

Clinical Judgement

Simulation

Calibration: role title and discipline, clinician level (early career, mid, senior or leadership), practice setting (primary care, ED, ward, community and so on), with practice jurisdiction or scope if they name one.

Test your knowledge

Simulation

Set-up: the confirmed topic and scope, the selected listener archetype, and the selected challenge level.

Difficult Conversation

Simulation

Set-up: their role and seniority, the kind of conversation being simulated, who they are having it with, and what is at stake.

Ethics Test

Simulation

Calibration: role title, role power (individual contributor, manager or senior leader), industry or sector, and a brief description of working context.

Crisis Decision

Simulation

Set-up: their role and seniority, the industry context, and the type of crisis to practise.

Hearing Preparation

Simulation

The clinician works from the case bundle attached to the program.

Why this program exists

Clinicians decide with incomplete information, on a patient who is changing, with the next patient waiting. This program prepares them through simulation. Ren builds each scene from the clinician's real role, discipline, level and setting, and plays every person in it, so every scenario is new and moves with each decision they make.

What you'll achieve

Rehearsal of a full scene, as often as they want it: the presentation that does not fit, the guideline under examination, the conversation about uncertainty, the ethical line, the deterioration, the panel afterwards
A scored report after every room: each dimension with the moment that earned its score, what worked, the risk signals, strengths, development areas, blind spots where the evidence shows them, and one recommended focus with a first step
Unlimited attempts at every room, each a fresh scene for their current role and level, scored on the same dimensions and charted against every earlier attempt, for as long as they practise

At a glance

Who it's for: Doctors from foundation to consultant, nurses and nurse practitioners, midwives, paramedics and allied health professionals, in primary care, emergency departments, wards, community and pre-hospital settings. Every room calibrates to role, discipline, level and setting, so one cohort can include a resident, a charge nurse and a consultant. It assumes participants already hold their clinical training. What it measures is the judgement that training is applied with, scored the same way on every attempt.
Cadence: 4 weeks
1: Diagnostic reasoning · Knowledge under examination · Clinical Judgement · Test your knowledge · Read Differential Reasoning and Situational Awareness; read Handling the Unknown
2: Communicating uncertainty · Ethical judgement · Difficult Conversation · Ethics Test · Read Framing and Follow-through; read Ethical Recognition; read the Ren summary across four rooms
3: Escalation under pressure · Crisis Decision · Read Escalation Decision and Communication
4: Accounting for a decision · Hearing Preparation · Read Knowledge boundaries; read the team report; set the ongoing plan

Session by session

Week 1: Diagnostic reasoning · Knowledge under examination

Establish how the clinician gathers information, holds a differential and reads a trajectory when the presentation does not fit, and how well they know the guideline they work to.

Clinical Judgement Test your knowledge

Week 2: Communicating uncertainty · Ethical judgement

Tell a patient, family member or colleague something difficult, clearly and with care, and leave with a next step both sides understand

Difficult Conversation Ethics Test

Week 3: Escalation under pressure

Decide, communicate and revise when a situation moves faster than the information arrives.

Crisis Decision

Week 4: Accounting for a decision

Answer pointed questions about a written clinical record directly, accurately, and within what they personally know.

Hearing Preparation

Whether a market is real, where it is growing, and where the opportunity sits

How an entire industry is structured, who controls it, and where it is heading

Who controls a market, how they compete, and where the real gaps are

Who buys in a market, what drives their decisions, and where the unmet needs are

What competitors charge in a market, how pricing is structured, and what customers will pay

Who supplies the critical inputs to a market, how concentrated it is, and what switching costs

The technology deployed in a sector, and where competitive advantage moves next

How product reaches the buyer in a market, and where channel power is shifting

Financials, leadership, strategy, and reputation on a company

Deep dive into how a company operates strategically, and where it is most exposed

Revenue, margins, cash, debt, and auditor signals on a company

How a company is perceived across customers, employees, media, and ESG

Discover a country's GDP, political environment, infrastructure, and outlook

Discover a city's GDP, economic drivers, workforce, and trajectory

Trade flows, tariffs, agreements, and friction points between two countries

Background, current state, key actors, evidence, and where an issue is heading

What a policy does, who wins and loses, and how it lands in practice

The specific risks facing a market — ranked, evidenced, and with the signals to watch

Single-source exposures, concentration, and trade-route risk for a market

Climate, governance, social, and controversy risk in a sector

Pending legislation, enforcement shifts, and where the rules are likely to change

Licensing, compliance, recent changes, and pending legislation in a jurisdiction

Government stability, policy direction, and the political risks facing a market

What a role pays — verified across named salary databases and job posting data

Whether to take a job at a company, with the evidence behind the answer

Who the credible candidates are, what they earn, and how the search will unfold

How a career in an industry works — entry, paths, pay, and prospects

The three things that will move a business forward this quarter

A 90-day plan that turns a strategy into something a team can act on Monday

Segment, positioning, channels, and pricing — tested against each other so the four hold together

A positioning the market can place — and a category claim worth defending

A pricing strategy that the market accepts and the business can defend in negotiation

Dashboard, thresholds and owners

Dashboard, thresholds and owners

Targets, thresholds and cadence

Whether an opportunity is worth pursuing — with conditions or risks named

The real problem behind the surface one, with options and a recommended next step

How a business creates, delivers, and captures value — and where it is exposed

Where work is breaking, where capability is missing, and the one structural change worth making

Build, buy, partner, or wait — with the killer assumption named

Whether a specific partnership is worth pursuing — with the asymmetries named

The right financing structure for the opportunity — tested against fit, cost, and flexibility

A fundraise structured to close on terms worth living with

Every variance classified — structural, timing, one-off or noise — with the call the pattern demands

How long the cash lasts across three scenarios, with the killer assumption named

Whether the per-unit economics hold up — with the killer assumption named

Whether the pay set serves the talent strategy, with the cost of fixing it

A board report that lands the narrative, the KPIs, the exceptions, and the decisions requested

What metrics are missing, misleading, or quietly rewarding the wrong thing

A complete business plan ready to put in front of investors, partners, or a board

A career decision weighed against criteria that matter, with a pre-mortem and a verdict

What matters most, what you would give up, and what stays true under pressure

Which option holds up under income loss, rate moves, or a downturn

A relocation decision and plan, with the trade-offs each destination forces

What the culture is like — values in practice, leadership behaviour, and where the gap sits

Strategy clarity, alignment, talent density, ways of working, and trust in leadership

What's energising people, what's draining them, and the levers that would move engagement

The patterns in how a person handles pressure, conflict, collaboration, and decisions

PENDING — product being redesigned. See Replit brief.

How a person leads — defaults, strengths, blind spots, and development areas

Real strengths backed by evidence — and the cost each one carries when overplayed

The values revealed by what a person has held the line on, refused, or regretted

What every role owns, what's silently dropped, and which handoffs are breaking

Where the team is aligned on priorities and goals, and where dangerous gaps sit

Where trust, conflict handling, and accountability are strong — and where they break

Any subject explained to a real listener, scored on accuracy, depth, audience adaptation, and handling the unknown

A presentation rehearsal scored on lead argument, evidence, question response, and poise

A stakeholder-influence rehearsal scored on reading the room, framing, negotiation, and durability

A managing-up rehearsal scored on positioning, evidence, flexibility, and outcome

A meeting rehearsal scored on structure, air-time management, progress, and closure

The conversation that's been avoided, with an assessment of how the conversation went

A saying-no rehearsal scored on clarity, rationale, alternative, and relationship

A performance-conversation rehearsal scored on clarity, ownership, empathy, and path forward

A team-conflict rehearsal scored on directness, fairness, action, and aftercare

A hiring interview rehearsal scored on question design, follow-up, bias, and assessment integrity

A leadership crisis scored on decision quality, communication, strategy, and pressure response

A negotiation rehearsal scored on preparation, anchoring, concession pattern, and pressure response

A strategic-decision rehearsal scored on framing, information use, trade-off recognition, and time horizon

An ethics rehearsal where the right path is costly, scored on recognition and response

A prioritisation rehearsal scored on triage, trade-off recognition, communication, and revisability