Hannah Wang

Founder, Shanghai Changing Vision Co., Ltd

Xiaoli (Hannah) Wang, High-Value Decision Coach (Bilingual EN/CN) | Author of The 5% Choice Principle

Wang Xiaoli is a decision coach and researcher dedicated to enhancing human decision-making capabilities in complex environments. By integrating positive psychology, cognitive behavioral science, business decision-making, and cross-cultural practice, she helps entrepreneurs, multinational teams, and high-pressure decision-makers navigate uncertainty, information overload, and technological change to make critical choices that align with their core values and long-term goals.

Her research and practice focus on: decision inertia in the AI era, identifying critical minority (5%) decision points, and pathways for personal and organizational decision-making upgrades. Against the backdrop of AI, automated content, and global collaboration reshaping how we work, she has developed a decision methodology centered on “fewer but pivotal” choices, empowering decision-makers to avoid being led astray by tools, processes, or excessive options.

With 15 years of cross-cultural work and study experience, Wang Xiaoli understands the nuances of educational and organizational decision-making in both Chinese and English contexts. She is committed to transforming decision-making from reliance on personal experience into a trainable, transferable, and sustainable core competency—providing individuals and organizations with a more resilient decision-making foundation for the age of AI.

All Sessions by Hannah Wang

  • May 22


  • TBD  - TBD
    AI is dramatically expanding the external world: more information, faster analysis, more options. Yet a counterintuitive outcome is emerging: why is decision-making becoming harder — and scarier — with AI?

    When AI can present multiple “seemingly reasonable” answers at once, traditional decision-making approaches that rely on external analysis, data, and models begin to break down. External systems can no longer make the real trade-offs for us. This signals a critical shift: the rise of AI is moving decision-making from “looking outward for answers” back to “looking inward for judgment.” In other words, AI is not the adversary of decision-making — it is finally returning the ultimate responsibility of choice back to the human. When AI optimizes the external dimension to its limit, it pushes us to evolve our decision-making role: from being analysts of external information and environments to becoming Chief Decision Officers aligned with our inner values, purpose, and meaning.

    What does a Chief Decision Officer do? When options approach infinity and efficiency is high, what truly determines outcomes is no longer how much information we possess, but clarity on:
    What are you choosing for?
    Which direction are you willing to pay the price for?
    Behind your hesitation — is it rational weighing, or internal avoidance?

    This topic focuses on the real bottlenecks decision-makers face in the AI era, exploring why decision difficulty is shifting from the technical level to the human level — cognition, psychology, and identity — and introduces the perspective of Purpose-Driven Decision-Making. It helps audiences understand: when AI perfects the external dimension, what truly cannot be avoided is the upgrade of human internal decision-making capability. Decision-making must return to a “whole person” to complete the final judgment. It is not just about external information — it is about integrated human judgment in complex environments.

    What the audience will take away is not more tools or models, but a clearer decision-making lens: how to make the critical trade-offs that only a “human” can make — even with AI’s support.

    Education and Career Development




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Hannah Wang