The Nature Of A Decision
Five Critical Elements For Your Business To Understand
Before we begin building a framework based on decision-first thinking, it may be helpful to consider the critical attributes that define a decision. Words are just symbols after all, the trick is how you define them. The names we chose are often subjectively bias to those that hear them. You may think that a decision is synonymous for a choice, a selection, or a determination. OR you may believe those worlds have subtle but important differences.
“You can call it ‘Bob’ if you want, I only care how you define it” — me (often, as you’ll soon see)
Throughout this book I will work to define the concepts the best I can, but more often I will offer to frame them. Think of framing as definition that is necessary, but not complete. In my experience, this provides the constraint and focus we need but also the flexibility for uncertainty that allows broad application. But circling back, how do we frame a decision? I submit with five critical attributes.
Purpose
Decision have purpose. A decision is an intent or an objective. In this context, it is something that can be defined and something that can be acted upon. From another perspective — if your decision lacks definition, it is not a decision. Similarly, if you never act upon it — it doesn’t qualify either. You may choose to disagree, but it is how we will frame a decision going forward.
Priority
Next, we frame decisions by noting they have importance and order. The decisions we will work with may not be the most important or the first in line for your business, but they should be among the top. The first decision for your company may simply be one in which data and analytics has limited impact upon. That said, failing to focus on the topmost decision where data will matter and giving it the highest priority is a recipe for disaster and within our frame NOT a decision.
Ownership
Decisions require ownership, as does your data — but I will get to that later. Ownership here — implies accountability and curation. In other words, if you make a major decision — it needs to have an owner within your organization who is also responsible for tracking, upkeep, and maintenance.
Discipline
An undisciplined decision is a guess. My word, maybe not yours. But within the frame of this book — guesses don’t count. I am not saying you shouldn’t make them at times. I am saying that they should not be conflated with decisions. Discipline also implies an adherence to process, to planning, and to documentation.
Feedback
Finally, decisions are part of learning. Again, you are free to disagree — just don’t be surprised when decisions without feedback fail to feel very useful or impactful. Most decisions are not irreversible, even if you name them ‘final’. They are iterative processes, which is why I will often talk of decision-making rather than just decisions.
So now that we are clear on the necessary attributes of a decision. Let’s return to developing the framework.
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