IMO it’s a useful decision making strategy at times, mostly to not overthink the easily reversible.
pxx•1h ago
what? this article is making a different point if you read past the title.
> Conventional leadership advice suggests looking at decisions as reversible or non-reversible. Many important, non-reversible, decisions are recoverable, though.
Insanity•49m ago
I don’t think it’s different. Recoverable == Reversible to an extend. Unless you take reversible in the strictest sense of “undo” it’s different. But you can’t “undo” a leadership decision, all you can do is later correct it and recover.
So imo it’s splitting hairs over the same outcome.
An example - say you introduce 5 day return to office. Half you staff leaves and you now go back to a flexible work from home model. You don’t “undo” the damage done, but you can recover. It was a costly 2-way door.
samsolomon•46m ago
I've often thought along similar lines. I've found that indecision is almost always worse than a bad one. Very few choices are so decisive that you can't course-correct later.
That mindset has served me well both personally and professionally.
Insanity•1h ago
Video of Bezos talking about this: https://www.youtube.com/watch?v=rxsdOQa_QkM.
IMO it’s a useful decision making strategy at times, mostly to not overthink the easily reversible.
pxx•1h ago
> Conventional leadership advice suggests looking at decisions as reversible or non-reversible. Many important, non-reversible, decisions are recoverable, though.
Insanity•49m ago
So imo it’s splitting hairs over the same outcome.
An example - say you introduce 5 day return to office. Half you staff leaves and you now go back to a flexible work from home model. You don’t “undo” the damage done, but you can recover. It was a costly 2-way door.