The hidden value of a decision

Founders often judge a decision by the new action it creates. The larger gain may be the projects, meetings and experiments it makes unnecessary.

Create a stop list

For every chosen route, name the alternatives being rejected for now. Record why, and state the evidence that would justify reopening them.

  • Work that stops now
  • Ideas parked with a review date
  • Requests that no longer fit
  • Signals that would reopen the choice

Protect the next move

One owner, one first action and one review point are enough to begin. If a decision produces twelve priorities, the choice is not finished.