Organisational behaviourFramework / modelCognitive biases in decision makingHow can cognitive biases in decision making improve people, teams, or organisational effectiveness?Use bias awareness to examine how you reach consequential decisions and reduce preventable error.
keymodelsSearch
Find frameworks by question, context, or constraint.
- Records
- 820
- Domains
- 10
- Tags
- 60
Content type
Resources
48 shownPress ArrowDown from search to enter results
Organisational behaviourFramework / modelCognitive biases in decision makingHow can cognitive biases in decision making improve people, teams, or organisational effectiveness?Use bias awareness to examine how you reach consequential decisions and reduce preventable error.
Organisational behaviourFramework / modelIdentity Model of Decision MakingHow can identity model of decision making improve people, teams, or organisational effectiveness?Diagnose a change that conflicts with professional, group or personal identity.
StrategyKPI / metricMaking the strategic investment decisionHow should making the strategic investment decision be measured and interpreted?Use this approach when you must choose among strategic alternatives with different costs, benefits, timing and risks. Use payback only as a screening method when a full discounted cash flow analysis is disproportionate or unavailable.
StrategyTemplate / formDecision memoHow can a consequential decision be framed, compared, authorized, and recorded?
FinanceTemplate / formPricing decision briefWhat customer value, alternatives, economics, packaging, risks, and evidence support a price decision?
OperationsTemplate / formDecision review agendaHow can a group reach and record a decision in a focused meeting?
TemplateTemplate / formDecision LogHow can decision log support strategic choice or positioning?
OperationsFramework / modelDecision treesHow can decision trees improve people, teams, or organisational effectiveness?Use a tree when a decision is complex enough that laying out every material option and outcome will improve judgement.
TemplateTemplate / formGovernance Decision RegisterHow can governance decision register improve people, teams, or organisational effectiveness?
OperationsFramework / modelVroom–Yetton–Jago decision modelHow can vroom–yetton–jago decision model support strategic choice or positioning?Use the model for a consequential decision when you are unsure whether deciding alone, consulting others or sharing the decision will produce the best outcome.
OperationsKPI / metricDecision quality scorecardAre important decisions timely, supported, durable, and translated into action?
OperationsProcess / methodDecision forum operating guideHow should a recurring decision forum prepare, decide, record, and follow through?
OperationsMatrix / portfolioDecision routing matrixWhich forum or authority should handle each class of decision?
StrategyMatrix / portfolioDecision type matrixHow much rigor should a decision receive based on reversibility and materiality?
People & OrganisationFramework / modelHiring decision governanceHow should evidence, decision authority, calibration, and bias checks work in hiring?Use the hiring decision governance when people working on hiring and onboarding are using different mental models for decision roles, evidence packet, and independent ratings, and that difference is changing choices or coordination.
People & OrganisationTemplate / formPromotion decision briefWhat evidence supports or does not support a promotion against explicit next-level expectations?
Organisational behaviourFramework / modelRAPID decision rolesHow should recommendation, agreement, execution, input, and final authority be assigned?Use the RAPID decision roles when people working on decision systems are using different mental models for role definitions, assignment rules, and one decider principle, and that difference is changing choices or coordination.
People & OrganisationDecision guideStrategic acquisition decision canvasDoes a target change market structure, secure a unique asset, block a threat, or transform economics?Use the strategic acquisition decision canvas when several reasonable paths exist in finance and company transactions, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how strategic change, uniqueness, and defense will be judged before advocating an option.
People & OrganisationDecision guideTarget-persona expansion decisionShould a company deepen its original customer focus or expand to a new segment or use case?Use the target persona expansion decision when several reasonable paths exist in responsible scaling, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how core persona, remaining potential, and customer adjacency will be judged before advocating an option.
People & OrganisationDecision guideLeadership build-versus-buy decisionShould a company promote an internal leader, hire externally, or redesign the role?Use the leadership build versus buy decision when several reasonable paths exist in hiring and onboarding, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how future need, internal readiness, and external advantage will be judged before advocating an option.
People & OrganisationDecision guideCOO decision canvasDoes the company need a COO, a different functional executive, or a stronger leadership team?Use the COO decision canvas when several reasonable paths exist in executive teams and boards, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how founder strengths, work gaps, and scale trigger will be judged before advocating an option.
People & OrganisationDecision guidePR readiness decisionDoes the company need no PR support, an agency, an internal hire, or a larger communications function?Use the PR readiness decision when several reasonable paths exist in marketing and communications, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how news cadence, risk, and spokesperson load will be judged before advocating an option.
People & OrganisationDecision guideReorganization decision canvasIs a reorganization necessary, and what problem should it solve?Use the reorganization decision canvas when several reasonable paths exist in team development, the trade offs cannot all be removed, and the decision needs to be explained later. Agree how trigger, evidence, and desired outcome will be judged before advocating an option.
OperationsFramework / modelCallout decision guideWhen should documentation use a note, tip, warning, prerequisite, or no callout?Use the callout decision guide when people working on documentation and naming are using different mental models for callout types, user consequence, and severity, and that difference is changing choices or coordination.
InnovationFramework / modelBeta decision treeShould a product use an internal test, limited beta, broad beta, or general release?Use the beta decision tree when people working on launch and beta operations are using different mental models for risk questions, learning need, and participant exposure, and that difference is changing choices or coordination.
FinanceTheory / principleReal options theoryWhen and how should real options theory be applied?Use real options reasoning when outcomes are uncertain, management can respond to future information, the response has material economic value and the initial decision affects whether that flexibility remains available. It is especially useful when a conventional discounted cash flow or net present value calculation treats management as passive and therefore misses the value of staged commitment.
Organisational behaviourFramework / modelRapport buildingHow can rapport building improve people, teams, or organisational effectiveness?Rapport helps at the beginning of most important working relationships and whenever trust has weakened. It is especially useful in interviews, coaching, negotiation, customer conversations, cross cultural work, conflict resolution and meetings with unfamiliar stakeholders.
Organisational behaviourFramework / modelLeadership analyticsHow can leadership analytics support strategic choice or positioning?Assess leadership periodically and after meaningful transitions, reorganisations or changes in responsibility. New leaders may benefit from earlier developmental feedback, provided measures are not used as covert surveillance.
OperationsKPI / metricMetric definition cardWhat exactly does this metric mean, how is it calculated, and which decision should it support?
People & OrganisationTemplate / formIPO readiness workstream mapWhat workstreams, decisions, owners, dependencies, and governance are required for IPO preparation?
Organisational behaviourTemplate / formWeekly team meeting agendaHow should a weekly team meeting balance information, recognition, learning, decisions, and connection?
OperationsTemplate / formProject briefWhat problem, outcome, scope, approach, ownership, and decision does a proposed project require?
InnovationTemplate / formResearch briefWhat decision should research inform, for whom, and with what method and constraints?
InnovationTemplate / formSurvey briefWhat outcome, population, instrument, and decision logic should govern a survey?
InnovationTemplate / formResearch insights reportHow should research findings connect evidence to implications and decisions?
OperationsTemplate / formOKR midcycle check-inWhat progress, confidence, blocker, support, or deprioritization decision is needed midcycle?
People & OrganisationTemplate / formCompensation philosophy canvasWhich principles should govern compensation decisions and trade-offs?
StrategyTemplate / formFeedback theme synthesisHow can many feedback examples become a decision-ready problem narrative?
People & OrganisationTemplate / formBoard meeting preparation planHow should management prepare board members so meeting time is used for strategy and decisions?
OperationsTemplate / formStrategic-priority recovery planWhat actions, decisions, and support will return a high-impact priority to a healthy trajectory?
Organisational behaviourTemplate / formOwnership planHow should ownership transfer or evolve without losing decisions, context, and stakeholder trust?
InnovationTemplate / formPilot planWhat hypothesis, audience, scope, operating model, measures, and decision criteria should govern a pilot?
People & OrganisationTemplate / formTeam offsite plannerHow can a team turn an offsite purpose into preparation, facilitation, decisions, and follow-through?
People & OrganisationTemplate / formBoard meeting agendaHow should a board meeting balance business review, strategic discussion, decisions, and follow-through?
OperationsTemplate / formProduct review agendaHow should a product team review customer evidence, product quality, metrics, roadmap, and decisions?
OperationsTemplate / formMetric review agendaHow should a team move from trend review to diagnosis, decision, and follow-through?
People & OrganisationTemplate / formLeadership update snippetsHow can leaders share short, decision-useful updates without creating another meeting?
OperationsTemplate / formCross-functional review agendaHow can a cross-functional group surface dependencies, make decisions, and close actions efficiently?