Forecasting creates projections into an uncertain future. To understand the decision-making implications of the forecast, confidence intervals [CIs] are required. This seems simple enough. However, considering the details of the computations that underlie generating forecasting CIs, one encounters a practical disconnect that can create a decision-making paradox. In the OLS 2-parameter linear regression [OLSR] case, there are two forecasting Models that are often employed: {The Uni-variate Time Series & The Standard two-variable Regression Y:X}. Further, for each of these two Models individually, there are three (1-FPE[α]) %CIs Versions: {Excel, Fixed Effects & Random Effects} each of which is oriented around the same OLSR-forecast value. Given this component configuration, a paradox emerges because each of the forecasting models, {TS or Y:X}, individually produces a forecast with a markedly difference precision profile over the three CI-Versions. In our experience, this is paradoxical as forecasters assume that as the forecasts are the same in each model-class, their Capture Rate-the percentage of time that the actual future values are IN the CIs-should also be the same. To address this seeming paradox, we develop, detail, and illustrate a two-stage OLSR Decomposition and Screening protocol, termed: the [D&S-Triage] protocol that has the following components: (i) Stage A: decomposition of the Model & Version factor-sets to better understand the implications of their Precision differences, and (ii) Stage B: focusing on inferentially significant forecasting model components, create a multilevel quality-algorithm to identify a forecasting model-set that addresses the Quality of the Capture Rate that are the best in their class. 15 During a year-long research project with 12 companies at the leading edge of performance measurement, we devised a -balanced scorecard‖-a set of measures that gives top managers a fast but comprehensive view of the business. The balanced scorecard includes financial measures that tell the results of actions already taken. And it complements the financial measures with operational measures on customer satisfaction, internal processes, and the organization's innovation and improvement activities-operational measures that are the drivers of future financial performance.Of the four pillars of the BSC, the one that we have selected as critical in the forecasting context is the Innovation and Learning Perspective. This begs the critical question: How can the organization continue to improve and create value in the forecasting context? This is the BSC -Learning Loop‖ that we will address in this research report. Simply, the learning loop is the essential way that the organization learns and adapts to focus on measures that have the best chance of providing relevant and reliable Intel to move the organization effectively and efficiently into the future.The simple idea for this BSC-platform is that experimental inferential designs that are used in informing decision-making situations need to be ...