See how credibility, status and power push valuable knowledge out of consequential decisions—and learn to design it back in. Build the professional judgement to surface discounted expertise, defend whose evidence counts and make better decisions.
Meet the course lead and explore the practical focus, learning experience, and professional value of this course.
Enroll in this course →Organisations make consequential decisions from the knowledge that reaches the table, yet valuable evidence is routinely lost before it arrives. A frontline warning is dismissed as anecdotal, an analyst’s signal fits no recognised category, or a senior expert’s judgement is accepted without sufficient challenge. These failures are rarely deliberate; they emerge from a credibility economy shaped by rank, familiarity and organisational power.
This course turns the theory of epistemic injustice into a practical management discipline. Participants select one real decision or review and learn to map whose knowledge counts, test credibility judgements for deficit and excess, identify missing concepts and silenced knowers, and redesign the process so evidence is more likely to surface and receive fair consideration. A running organisational case demonstrates each step before participants apply it to their own situation.
By the end of the course, participants will hold a concise knowledge audit that explains what information was being lost, why it was discounted and how the decision process can be improved. The emphasis is not on philosophical abstraction but on stronger judgement, more defensible decisions and the responsible use of expertise.
Most inclusion training tells you to listen more. This course gives you a disciplined test for whose knowledge a real decision is losing, why credibility is being distorted and how to redesign the process so overlooked evidence can change the outcome. It also teaches the limits and critiques of epistemic-injustice theory, helping you use the framework as a defensible management tool rather than as a slogan.
Choose a hiring panel, safety review, investment call or post-mortem that you own and apply every lesson to it. The final output is an audited, defensible decision in which previously discounted knowledge can be shown to matter.
Move beyond the vague instruction to listen better. Map the credibility economy, test for status and prejudice, find missing concepts and silenced knowers, then redesign the decision process using a repeatable method.
Learn the major debates alongside the framework, including credibility excess and structural remedies. Understanding where the lens strains is treated as part of using it responsibly and competently.
Examine how credibility, status and organisational power shape whose knowledge reaches a consequential decision. Apply the theory of epistemic injustice to map credibility, identify lost knowledge and redesign one real decision or review so evidence is surfaced and used.
You will learn to distinguish epistemic injustice from honest error and justified expertise, map the credibility economy of a real decision, identify where status or prejudice distorts whose evidence is believed, trace missing concepts and organisational silences, and redesign the process so previously discounted knowledge can be surfaced, tested and allowed to change the outcome.
Director of the Monarch Research Institute
Dr. Norman Madarasz helps leaders examine the assumptions, values and power structures behind consequential decisions. An international specialist in political philosophy, ethics and geoeconomic relations, he has more than twenty years of academic experience across business administration, law and philosophy, has supervised over forty graduate research projects and has published extensively on ethics, economics, politics and international affairs. His teaching and research span Canada, France and Latin America, and he is a Certified Management & Business Educator. For MMI participants, Dr. Madarasz translates rigorous philosophical reasoning into practical tools for clearer judgement, fairer policy design and decisions that remain credible under stakeholder and public scrutiny.
Meet the accomplished professionals who successfully completed their doctoral studies in 2025, bringing deep leadership experience and rigorous scholarship to Monarch Switzerland.
Meet the accomplished professionals who successfully completed their doctoral studies in 2025, bringing deep leadership experience and rigorous scholarship to Monarch Switzerland.
