Difference between revisions of "Decide"
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(+= http://sethgodin.typepad.com/seths_blog/2015/01/when-to-decide.html) |
(→Sources: += 10 decision-making principles that will help you make tough calls) |
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==Topics== | ==Topics== | ||
*{{p|too many cooks spoil the broth}} | *{{p|too many cooks spoil the broth}} | ||
*{{p|consent}} | *{{p|consent}}, a.k.a. integral decision-making | ||
*{{p|thumb protocol}} | *{{p|thumb protocol}} | ||
*{{p|delegation poker}} | |||
From top to bottom, your control, involvement and responsibility increases, and decision speed decreases. | |||
*You bless the decision, perhaps refine it a bit. | |||
*You suggest any improvements which the author processes into a new revision. | |||
*You can react within a time limit; no reaction implies your consent. | |||
*You get involved and the decision must have your consent. | |||
==Sources== | ==Sources== | ||
{{WebSourceListItem | |||
|url=https://www.fastcompany.com/90781637/10-decision-making-principles-that-will-help-you-make-tough-calls | |||
|site=Fast Company | |||
|person=Robert Chen | |||
|title=10 decision-making principles that will help you make tough calls | |||
}} | |||
{{WebSourceListItem | |||
|url=https://hbr.org/2017/03/a-4-step-process-to-help-senior-teams-prioritize-decisions | |||
|site=HBR | |||
|person=Peter Hopper, Jugnu Sakuja | |||
|title=A 4-Step Process to Help Senior Teams Prioritize Decisions | |||
}} | |||
{{WebSourceListItem | |||
|url=https://www.infoq.com/articles/book-review-product-mastery | |||
|site=InfoQ | |||
|person=Geoff Watts | |||
|title=Book Q&A on Product Mastery | |||
}} | |||
{{WebSourceListItem | {{WebSourceListItem | ||
|url=http://blog.crisp.se/2013/11/05/henrikkniberg/how-we-make-decisions|site=Crisp | |url=http://blog.crisp.se/2013/11/05/henrikkniberg/how-we-make-decisions|site=Crisp | ||
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}} | }} | ||
*http://sethgodin.typepad.com/seths_blog/2015/01/when-to-decide.html | *http://sethgodin.typepad.com/seths_blog/2015/01/when-to-decide.html | ||
*https://hbr.org/2015/01/make-it-easy-for-decision-makers-to-approve-your-deal | |||
*http://sethgodin.typepad.com/seths_blog/2015/05/how-to-go-faster.html | |||
{{necklace | {{necklace | ||
|title=Decision-making | |title=Decision-making | ||
Latest revision as of 07:20, 5 September 2022
Topics
- too many cooks spoil the broth
- consent, a.k.a. integral decision-making
- thumb protocol
- delegation poker
From top to bottom, your control, involvement and responsibility increases, and decision speed decreases.
- You bless the decision, perhaps refine it a bit.
- You suggest any improvements which the author processes into a new revision.
- You can react within a time limit; no reaction implies your consent.
- You get involved and the decision must have your consent.
Sources
- HBR » Peter Hopper, Jugnu Sakuja » A 4-Step Process to Help Senior Teams Prioritize Decisions
- InfoQ » Geoff Watts » Book Q&A on Product Mastery
- Crisp » Henrik Kniberg » How we make decisions; see decision spectrum and bun owner.
- Big Think » Make Better Decisions: Redefining “Giving Up”
- Big Think » Alex Berezow » Unlike Voters, Fish Make Better Group Decisions
- InfoQ » Michael Nir » Three Practical Guidelines for Business Decisions
- http://sethgodin.typepad.com/seths_blog/2015/01/when-to-decide.html
- https://hbr.org/2015/01/make-it-easy-for-decision-makers-to-approve-your-deal
- http://sethgodin.typepad.com/seths_blog/2015/05/how-to-go-faster.html
Pearls for Decision-making
| Decision-making | Goal: | Therefore: |
|---|---|---|
| Customer segment pivot | jump up your revenue and return by maximising value creation | |
| Decision spectrum | pick the proper decision process | Pick the fastest decision process on the on the scale from “fast” to “well-anchored”. |
| Even over | make choices, to implement and deploy strategy | Publish and pin “even over” statements all over the place. |
| Nemawashi | decide wisely at the latest responsible moment | Slowly and thouroughly consider and consent all real options, and implement decisions rapidly. |
| Zoom-in pivot | refocus product development on just one successful feature of the larger whole |