Organisational decision-making is often extended over time, and involves a number of different activities which depend upon each other. Most business analysts would agree that one should model the logical structure of a domain of decision-making separately from any sequence flows between the surrounding process activities, but often the selection and ordering of those activities is one of the objects of the decision-making. This can give rise to an interesting tension between the process model and the decision model. I compare different approaches to resolving this issue, using real examples from recent decision automation projects using DMN and BPMN.