Two key points: a decision is an irrevocable commitment of resources
"You can tell when you have made a decision when you have committed resources. The extent of the decision are the resources that have been irrevocably committed–the primary resource is time, as lost time cannot be recovered. There are no “reversible decisions” in this framework, although future decisions can change the allocation of resources."
How to Frame a Business Decision
Here are key questions to answer up front. Write your answers down and share them with the team as appropriate. Even if you are the final decision maker, forcing yourself to write these down and explain them to at least one other person will help clarify your thinking. As you gain new information, update your answers to reflect what you have learned.
What is the problem you are trying to solve? What is the objective you are trying to reach or achieve?
What is the scope of the decision: what is the time frame for solving the problem or achieving your objective? What time limit is imposed on making a decision before you forfeit one or more options?
What is under your control? What people and resources can you commit or marshal and bring to bear? What else can you stop doing to free up people and resources to allocate to this problem or need?
What are other constraints on your solution or final course of action?
What organizational values need to be considered when evaluating a solution or course of action?
What options do you see for solving the problem or achieving your objective? Which of these satisfy your constraints and are congruent with your values?
Where is the uncertainty? What aspects of the problem or decision would be affected most by a change in your level of information or insight?
"You can tell when you have made a decision when you have committed resources. The extent of the decision are the resources that have been irrevocably committed–the primary resource is time, as lost time cannot be recovered. There are no “reversible decisions” in this framework, although future decisions can change the allocation of resources."
How to Frame a Business Decision
Here are key questions to answer up front. Write your answers down and share them with the team as appropriate. Even if you are the final decision maker, forcing yourself to write these down and explain them to at least one other person will help clarify your thinking. As you gain new information, update your answers to reflect what you have learned.
What is the problem you are trying to solve? What is the objective you are trying to reach or achieve?
What is the scope of the decision: what is the time frame for solving the problem or achieving your objective? What time limit is imposed on making a decision before you forfeit one or more options?
What is under your control? What people and resources can you commit or marshal and bring to bear? What else can you stop doing to free up people and resources to allocate to this problem or need?
What are other constraints on your solution or final course of action?
What organizational values need to be considered when evaluating a solution or course of action?
What options do you see for solving the problem or achieving your objective? Which of these satisfy your constraints and are congruent with your values?
Where is the uncertainty? What aspects of the problem or decision would be affected most by a change in your level of information or insight?