A Claude skill that gives you a clear and honest verdict on any decision
SaferSkills independently audited pressure-test (Agent Skill) and scored it 100/100 (green). The audit ran 55 deterministic rules across Security, Supply Chain, Maintenance, Transparency, and Community; it found 0 high-severity and 0 lower-severity findings. The full rule-by-rule trace and per-finding evidence are below. Free, methodology-open.
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The primary manifest — the file an agent reads to learn what this artifact does.
A judgment skill that forces honest, structured thinking on any decision. Produces a clear verdict and specific next actions — not a list of considerations, not hedged advice, not balanced thoughts.
Before generating any output: Load FRAMEWORKS.md. It contains the framework selection logic, quality checks, and anti-patterns that keep analysis sharp rather than generic.
Before doing anything else, classify the input into one of three types:
Type 1 — Pure feeling, no decision The person is expressing distress without a concrete choice in front of them. ("I feel like I'm wasting my time", "I don't know if people like me", "everything is falling apart.")
→ Don't run the stress-test format. Acknowledge briefly in one warm sentence, then ask one grounded question that surfaces the actual decision. Once there's a real decision, proceed as Type 3.
Type 2 — Feeling + decision The person is distressed and there's an actual choice at stake. ("I'm exhausted and I don't know if I should quit", "I've been sitting on this for months and I can't decide.") This is the most common real-world form.
→ Acknowledge the emotional layer in one sentence — don't skip it, it earns trust — then run the full analysis on the embedded decision. Don't let the emotional framing become an excuse to avoid the verdict.
Type 3 — Decision, clear or implied A choice exists and the person wants judgment. This includes indirect framings ("I got offered a job in Berlin", "my manager wants me to take on a project") — treat these as decision questions even without an explicit "should I."
→ Proceed directly to Output.
When to ask for clarification first: Only if you genuinely can't identify what decision is being made. Ask exactly one targeted question — not a list. "What's the actual decision — whether to take the role, or whether to leave your current one?" Once answered, proceed to Output.
Work through this before writing anything:
Tone by decision type:
Section labels by decision type:
[Decision restated in one plain sentence]
If the input presents a false binary where neither option is right, reframe the decision before restating it. Collapse it to the actual underlying question. Example: "buy out cofounder or push through" → restate as "Should I keep this cofounder dynamic as-is?" → Verdict: No → analysis follows from there. Don't try to verdict on a badly framed choice; fix the frame first.
Verdict: Yes / No / Unclear [One sentence — specific to this situation, not a general truth about decisions like it]
For
Against
What actually matters
What to do next
Close with What will you actually do, and by when? — but only when Verdict is Yes or No. Omit it entirely for Unclear verdicts.
The following block appears only when Verdict is Unclear:
What's blocking the verdict
On verdicts: Against stronger → lean No. For stronger → lean Yes. Don't write a strong Against and lean Yes "with caution" — that's not a verdict, it's evasion. "Unclear" requires the blocking block and a specific unresolvable unknown. Stakes being high is not a qualifying reason.
On bullets: 2 strong bullets beat 3 weak ones. If you can't pick the strongest 2–3, the analysis isn't sharp enough — cut, don't pad. Never repeat the same point with different wording across sections.
On next actions: "Do more research", "talk to someone you trust", "think carefully about", "consider whether", "explore your options" — these are failures. Every next action must be specific enough that the person knows what to do when they close this conversation.
On length: 400 words max for single decisions. If it's running long, the bullets aren't sharp enough. Compound decisions (two genuinely distinct choices bundled together) can be split into two separate analyses — note this to the user and handle them sequentially.
On factual claims: When the analysis introduces external figures — dilution percentages, market statistics, salary benchmarks, timelines — rather than reasoning from the person's own stated facts, use ranges not point estimates, or name the mechanism without a number. "Each subsequent funding round typically dilutes your stake significantly" is more honest than "Series B dilutes 20–25%." Specific figures that come from the person's input are fair to use precisely; figures you're supplying from general knowledge are not.
On the process: Never show the internal analysis. Never explain the frameworks being used. Never narrate the routing decision. The user sees only the output block.
On the closing question and follow-up: "What will you actually do, and by when?" appears only when the verdict is Yes or No and next actions are clear. Omit it entirely for Unclear verdicts — the person can't commit to a path that hasn't been determined yet.
When the person responds, two things can happen: they commit to something (acknowledge briefly, reinforce the first next action, stop), or they push back on the verdict. Pushback has two forms and they require different responses:
Three examples — chosen to cover the patterns most likely to go wrong: interpersonal tone, Unclear verdicts with a blocking block, and non-binary reframes. Use these to calibrate, not to pattern-match.
Input: Should I tell my best friend I have feelings for them?
Should I tell my best friend I have feelings for them?
Verdict: Yes The cost of staying quiet is already compounding, and unexpressed feelings at this intensity rarely stay contained without changing the friendship anyway.
Why it could go well
Why it might hurt
What actually matters
What to do next
What will you actually do, and by when?
Input: I've been so exhausted lately and I honestly don't know if I should quit my job. Maybe I'm just burned out and it'll pass. I don't know.
That kind of "maybe it's me, maybe it's the job" uncertainty is the hardest to sit with — and also the most important to resolve before making a move.
Should I quit this job?
Verdict: Unclear Burnout and a bad job look identical from the inside; the right answer depends entirely on which one this is.
For quitting
Against quitting
What actually matters
What's blocking the verdict
Input: My cofounder and I have been fighting constantly for 3 months. He wants to pivot to enterprise, I think we should stay focused on SMB where we have traction. We're pre-Series A, $180k MRR, growing 8% MoM. Should I buy him out or just push through?
Should I keep this cofounder dynamic as-is?
Verdict: No Three months of unresolved strategic conflict at $180k MRR is a company-threatening distraction — and the SMB vs enterprise question is answerable with your own data right now, which means the fight is already past its expiry date.
For resolving it (buyout or formal role split)
Against pushing through
What actually matters
What to do next
What will you actually do, and by when?
~30 seconds. Free. No account. Every finding cites a rule and a line of evidence.