Author: Jonathan W. Pritchard

Review a struggling project by comparing the future consequences of the available options, including genuine obligations and transition costs. Keep irrecov...

Make a consequential decision with incomplete information by mapping the assumptions that matter, the cost of delay, and the reversibility of the choice. ...

Offer a farewell format only after checking consent and the employment context with counsel. Agree on the audience, timing, and practical handoff without r...

Separate your discomfort from the evidence supporting the employment decision. Review the fairness of the process and complete the responsibilities you can...

A transition review that preserves dignity and work continuity while making the current role decision explicit.

Answer what changes, who decides, and what employees should do next. Label unresolved details honestly and assign an owner and update point to each materia...

Assign temporary decision owners during a restructure by naming the decisions that cannot wait, their authority boundaries, and their expiry dates.

Evaluate a reorganization by comparing the original operating bottlenecks with the same work under the new structure. Check whether decisions move, handoff...

You need a reorganization when the structure repeatedly prevents capable people from making and carrying out necessary decisions. You need a leadership int...

A restructuring can feel unfair because employees judge the outcome, the procedure, the explanation, and the treatment they receive.