It produces very conservative decisions, and overcomes the drive to just try.
But the interesting part is that you then realize how often you are at two strikes. That in itself makes you more careful.
Two strikes I would call "noticeable". I wouldn't wait for near-miss events. Then there's a measure of how on-edge we're running.
So at work, I just put a red dot on the calendar if it's a day with something urgent and visible to outsiders, or if we're having problems we don't see our way out of. It keeps us from tolerating long stretches of stress before taking a step back, and we usually also do attribution: if x is causing n>4 red days per month, it gets attention.
Obviously, varies with context: high-achieving team would be mostly always red internally, but rarely externally.
e.g., (1) nervous passenger; (2) clouds coming in; (3) running late -> abort.
It produces very conservative decisions, and overcomes the drive to just try.
But the interesting part is that you then realize how often you are at two strikes. That in itself makes you more careful.
Two strikes I would call "noticeable". I wouldn't wait for near-miss events. Then there's a measure of how on-edge we're running.
So at work, I just put a red dot on the calendar if it's a day with something urgent and visible to outsiders, or if we're having problems we don't see our way out of. It keeps us from tolerating long stretches of stress before taking a step back, and we usually also do attribution: if x is causing n>4 red days per month, it gets attention.
Obviously, varies with context: high-achieving team would be mostly always red internally, but rarely externally.