“When you understand the way of the sword, you understand yourself, and when you understand yourself, you understand the world.” — Miyamoto Musashi
In our book, Practical Product Management for Product Owners, Robbin Schuurman and I explore the stance of the Decision maker. In any professional setting, and especially the Product Owner, the ability to make effective decisions is paramount. Yet, the process is often approached haphazardly, leading to inefficiencies or outright failures.
Jonathan Gowens’ framework offers a structured approach to making what are termed high-quality decisions — choices rooted in a rigorous process, designed to maximize the likelihood of a favorable outcome. This isn’t about guaranteed success, but about disciplined execution in decision-making.
Components of a High-Quality Decision
1. Well-Framed
A decision begins with clarity. Before any solution can be considered, the decision itself must be precisely framed. This involves defining what is being decided, what constitutes success, the relevant context, and any existing constraints. Without this foundational understanding, efforts can be misdirected, leading to ambiguity and subsequent missteps.
2. Clearly Understand the Problem
Effective decision-making necessitates a thorough understanding of the problem. This requires dedicated time to analyze the root causes, identify affected parties, and comprehend the implications of the problem if left unaddressed. Rushing to solutions without a deep grasp of the underlying issue often results in addressing symptoms rather than the actual problem.
3. Explore Options
Once the problem is understood, the next step involves exploring a range of potential options. This counters the tendency towards “narrow framing,” where the first plausible solution is often adopted without sufficient consideration of alternatives. Generating diverse solutions, even those initially seeming unconventional, broadens the scope for optimal outcomes.
4. Gather Relevant Information (Evidence-Informed)
High-quality decisions are evidence-informed. This requires drawing upon various sources of information, typically categorized into three lenses:
1.) Intuition: Insights derived from experience and tacit knowledge.
2.) Data: Quantitative facts and metrics.
3.) Feedback: Qualitative insights from stakeholders and users.
Reliance on a single source of information can be misleading. A comprehensive approach integrates these elements to provide a more complete and nuanced understanding, even when advanced tools are available for analysis.
5. Consider All Trade-offs
Every decision involves trade-offs. A disciplined approach requires evaluating the pros and cons of each explored option. This critical comparison highlights the implications of selecting one path over another. Communicating the rationale for the chosen option, including the sacrifices made, is essential for gaining organizational alignment and understanding.
6. Take Action
A decision remains theoretical until action is taken. The culmination of the decision-making process is the implementation of the chosen course. For decisions to be effective and sustainable, clear organizational alignment is necessary, ensuring all relevant parties understand their roles in executing the decision and contributing to its intended outcome.
I found that Jonathan Gowens’ framework provides a pragmatic roadmap for navigating complex choices. By systematically addressing each of these six components, individuals and teams can enhance the quality of their decisions, fostering a more effective and reliable operational environment.
Big thanks to Phil Hornby for making me remember it.