Disagree and Commit
Disagree and commit is a promise to back a decision you argued against. It works only when the disagreement is kept somewhere, so the team knows what it bet against and when to look again.
Brief Blog6 min read
Brief
35 stories
Escalation of Commitment
When a decision starts failing, the person who made it tends to invest more. What helps is changing what admitting the miss costs, before anyone has to.
Brief Blog7 min read
Resulting
A good outcome doesn't prove a good decision, and a bad one doesn't prove a bad decision. Grading calls by results alone teaches teams to abandon what works and repeat what got lucky.
Brief Blog6 min read
Tripwire
A risk is easy to acknowledge and easy to ignore. A tripwire decides in advance which evidence will force the plan to react.
Brief Blog7 min read
Premortem
The plan passed review. Six weeks later, it failed. A premortem asks what most likely went wrong before execution begins.
Brief Blog5 min read
The Outside View
A detailed plan explains why this project should work. The outside view asks what happened the last several times your team tried something similar.
Brief Blog5 min read
Stop Condition
An agent that stops too early wastes a run. An agent that was never told where to stop can spend a promise someone else made.
Brief Blog7 min read
Blast Radius
A small action can carry a large blast radius when customers, workflows, or dependent decisions inherit its effects.
Brief Blog4 min read
Reversible by Whom?
A decision can be reversible for the company and costly for everyone who acted on it. The real question is who pays when it is undone.
Brief Blog4 min read
One-Way Doors
Most decisions are two-way doors, and agents are right to walk through them fast. The trouble is the few that aren't, and the fact that reversibility depends on more than the decision itself.
Brief Blog8 min read
Signal vs. Noise
The worst automated system isn't one that misses problems. It's one that flags so many non-problems that you stop listening.
Brief Blog6 min read
Honest Uncertainty
The worst output from an automated system isn't a wrong answer. It's a confident wrong answer that looks right.
Brief Blog6 min read
The Certainty Tax
Every point of confidence gained is a cost paid somewhere: slower response, more tokens burned, longer deliberation. The question isn't whether to pay it. It's when.
Brief Blog7 min read
Approval Theater
Signing off on something you didn't look at is not approval. It's permission to do whatever you were going to do anyway.
Brief Blog6 min read
Dry Run
Trusting a scheduled agent by watching what it does over time means it was already doing that unsupervised the whole time you were watching. Something has to check its work before the first run, not after enough of them.
Brief Blog5 min read
Conflict Detection
A new ticket can mention the same decision, the same system, the same words as an old commitment, whether it's carrying that decision out or reversing it. Similarity alone can't tell you which.
Brief Blog5 min read
Decision Debt
Teams track tasks long after they stop tracking the assumptions behind them. That is how old decisions become decision debt.
Brief Blog5 min read
Current State
A team can be surrounded by status updates and still be unable to answer a simple question: what is actually true right now? The difference is not more reporting. It is a current state.
Brief Blog5 min read
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