How to build a decision process that works under pressure
Use consequence and decision authority to determine how much evidence and challenge a choice requires.
From the journal
Author: Jonathan W. Pritchard
How to test the evidence behind a decision you already favor
Test a favored decision by defining evidence that would change the recommendation before collecting more support.
How to write a decision memo an executive team can challenge
Write a decision memo that states the choice, separates facts from assumptions, and exposes the recommendation to challenge.
How to tell when a useful metric is becoming the target
A useful metric becomes dangerous when people can improve the indicator while weakening the outcome it is meant to represent.
How to review decision quality without creating more bureaucracy
Review the decisions that can teach you something, using the evidence available at the time.
When should you reopen a decision the team already made?
Reopen a settled decision when material evidence, an important assumption, or the consequences of the choice change enough to justify reconsideration. Keep...
Who should decide what, and when should a decision escalate?
Assign each recurring decision to an accountable role and specify when consultation or escalation is required. Define triggers around authority, consequenc...
Should you reduce an executive’s role instead of firing them?
Reduce an executive’s role only when a genuine business need remains and the revised job can be made workable.
How to announce an executive departure to employees
State the verified departure information and explain who owns the work next. Set a boundary around private employment matters and avoid implying reasons th...
How to keep work moving after a key executive leaves
Keep work moving after a key executive leaves by transferring each live dependency to an accountable owner. Start with decisions and relationships that cou...