Chapter 33. The Seven Decisions
Sometimes someone else will decide for you. Congratulations? The question remains: what kind of decision did they make, and what must you do now?
- Vanilla
-
Someone decided. Good. No further questions. We can make progress now.
- Educated
-
You ask why the person decided, and they can clearly explain their reasoning. Not everyone might appreciate the decision, but they will be given the opportunity to understand.1
- Calculated
-
Not only can they explain the decision, but they have math! Wow, I’m super convinced now.
- Instinct
-
They attempt to explain their reasoning, but they say feel a lot. A lot. Thing is, it feels right, so you don’t press.
- Inspired
-
Now you press, and they can tell you want a clear rationale and justification, but none obviously exists. This decision is not meant to be understood; it’s meant to be appreciated for its poetry. It is 100% expected that inspired decisions are going to frustrate those seeking clarity; they are going to point at the lack of a clear explanation. “He doesn’t know what the hell he’s doing. It’s a guess.” It might be a guess, but it also might be art in the making.2,3
- Minimum viable
-
My least favorite. Your investigation into the person’s justification reveals that they chose a decision that was not designed to be good; it was constructed to offend the fewest humans. This is not leadership—it’s fear.
- Delegated
-
Rather than doing the minimal work of even making a minimum viable decision, they gave the decision ...
Become an O’Reilly member and get unlimited access to this title plus top books and audiobooks from O’Reilly and nearly 200 top publishers, thousands of courses curated by job role, 150+ live events each month,
and much more.
Read now
Unlock full access