The Unbooked Cost of Delay
Waiting is the only decision an organization can make without anyone being accountable for it. That, rather than caution, is why so much of it happens.
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Practical leadership lessons from experienced Idahoans across the state's industries, institutions, and communities — guidance you can apply in your own work.
Waiting is the only decision an organization can make without anyone being accountable for it. That, rather than caution, is why so much of it happens.
Read →How much process a decision deserves should be set by how hard it is to undo, not by how large it looks. Size is visible, reversibility…
Read →Choosing, deciding, and committing are three separate acts. Most organizations perform the first, believe they have done all three, and then wonder why the matter keeps…
Read →A quarterly ninety-minute session for scoring your own past decisions against what actually happened. The instrument that converts a decision record into calibration.
Read →Awareness of a reasoning trap does almost nothing to prevent it. Every countermeasure that works operates on the procedure or the order of information, never on…
Read →Deference is not an escape from a decision. It is a decision about whose judgment is better here, and you remain accountable for making it well.
Read →Overconfidence and chronic hedging are the same defect wearing different clothes. Calibration is not humility; it is an accuracy property, and unlike humility it can be…
Read →The strength of a gut feeling carries no information about its reliability. A hunch from a domain where you have no valid experience feels exactly as…
Read →Judgment cannot be taught, but the conditions that manufacture it can be arranged. The central one is permitted failure at survivable scale, which almost every organization…
Read →Promotion is presented as accumulation. It is also a set of subtractions, and the largest of them is the loss of accurate information about yourself from…
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