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Alongside classical methods of decision-making identified and developed in North American business and management sciences, it is possible to implement a process of discernment in the sense of “evaluating things clearly and healthily” ( Robert Dictionary). When this process accompanies the decision-maker step by step and integrates him as a person with his thoughts and emotions in his socioorganizational context, it is possible to go beyond many of the limits of the classical methods, without disqualifying them. After a succinct reminder of the main principles of practicing discernment in the case of personal choice, this article describes how this process can be implemented in the case of collective choice, where the aims (mission of the organization) are concomitant with the responses to the questions put to the organization. It focusses on the situation of the leader of the decision-making process, beginning by reminding us how necessary it is to take great care in identifying demand.