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Running Decision Processes

执行决策流程

Scope

适用范围

Covers
  • Running an end-to-end decision process for a cross-functional, high-stakes, or high-ambiguity decision
  • Making implicit assumptions explicit (so they can be tested and reviewed later)
  • Avoiding “decision drift” (hesitation, hidden vetoes, unclear decision rights)
  • Capturing durable artifacts: decision brief, roles, meeting plan, decision log, comms, and a review loop
When to use
  • “Draft a decision memo / pre-read and run the decision meeting.”
  • “We’re stuck between two bad options—help us decide and commit.”
  • “Set up RAPID/DACI/RACI for this decision and clarify who decides.”
  • “Create an options + criteria matrix and a decision log entry.”
  • “This feels like a one-way door / irreversible decision—tighten the process.”
When NOT to use
  • You need to decide what problem to solve (do problem definition first).
  • You need prioritization across many opportunities (use a roadmap/prioritization workflow).
  • The “decision” is actually a status update or routine coordination (use a meeting/operating cadence).
  • The decision is personal/legal/HR or requires specialist counsel (escalate to humans and domain experts).
覆盖场景
  • 为跨职能、高风险或高不确定性的决策执行端到端的决策流程
  • 将隐含假设显性化（以便后续进行测试和复盘）
  • 避免“决策偏移”（犹豫不决、隐性否决权、决策权限不清晰）
  • 留存可复用的成果物：决策简报、角色分配、会议计划、决策日志、沟通材料及复盘循环机制
适用时机
  • “起草决策备忘录/预读材料并组织决策会议。”
  • “我们在两个不理想的选项间陷入僵局——帮我们做出决策并达成共识。”
  • “为该决策搭建RAPID/DACI/RACI框架，明确决策权限。”
  • “创建选项+标准矩阵及决策日志条目。”
  • “这看起来是一个单向门/不可逆决策——需要优化流程严谨性。”
不适用时机
  • 你需要先确定“要解决什么问题”（应先完成问题定义）。
  • 你需要在多个机会中进行优先级排序（应使用路线图/优先级排序工作流）。
  • 所谓的“决策”实际上是状态更新或常规协调工作（应使用常规会议/运营节奏机制）。
  • 决策涉及个人/法律/人力资源相关事项，或需要专业顾问支持（应升级给对应人员及领域专家处理）。

Inputs

输入要求

Minimum required
  • Decision to make (one sentence) and decision deadline (or “no later than” date)
  • Context/why now (what changed; what happens if you don’t decide)
  • Scope boundaries + non-negotiables (policy, budget, timeline, customer commitments)
  • Stakeholders and required approvers (who can block / who must live with the outcome)
  • Current options under consideration (even if rough) and key uncertainties
Missing-info strategy
  • Ask up to 5 questions from references/INTAKE.md.
  • If answers are unavailable, proceed with explicit assumptions and label unknowns.
最低必填项
  • 待决策事项（一句话描述）及决策截止日期（或“不晚于”某日期）
  • 背景/决策动因（发生了什么变化；不做决策会导致什么后果）
  • 范围边界+不可协商项（政策、预算、时间线、客户承诺）
  • 利益相关方及必需审批人（谁拥有否决权/谁必须接受决策结果）
  • 当前考虑的选项（即使是初步想法）及关键不确定性因素
缺失信息处理策略
  • 从[references/INTAKE.md]中选取最多5个问题进行询问。
  • 若无法获取答案，基于明确假设推进工作，并标记未知项。

Outputs (deliverables)

输出交付物

Produce a Decision Process Pack (Markdown in-chat, or files if requested) in this order:
  1. Decision Brief / Pre-read (problem, context, decision statement, constraints, criteria, options, recommendation if any)
  2. Options + Criteria Matrix (including assumptions/unknowns that drive the choice)
  3. Decision Rights + Process (RAPID/DACI/RACI, roles, timeline, meeting plan)
  4. Decision Log Entry (decision, rationale, tradeoffs, assumptions, owner, review date)
  5. Decision Communication (announcement + what changes + next steps)
  6. Decision Review Plan (what to measure, when to revisit, how to learn)
  7. Risks / Open questions / Next steps (always included)
Templates: references/TEMPLATES.md
生成决策流程包（聊天内以Markdown格式呈现，或按需生成文件），顺序如下：
  1. 决策简报/预读材料（问题、背景、决策声明、约束条件、评估标准、选项、推荐方案（如有））
  2. 选项+标准矩阵（包含影响决策选择的假设/未知项）
  3. 决策权限+流程（RAPID/DACI/RACI框架、角色分配、时间线、会议计划）
  4. 决策日志条目（决策内容、理由、权衡考量、假设、负责人、复盘日期）
  5. 决策沟通材料（公告内容+变更事项+后续步骤）
  6. 决策复盘计划（衡量指标、复盘时间、学习机制）
  7. 风险/待解决问题/后续步骤（必含模块）
模板参考：[references/TEMPLATES.md]

Workflow (8 steps)

工作流程（8个步骤）

1) Classify the decision (speed vs rigor)

1) 决策分类（速度vs严谨性）

  • Inputs: Decision statement (draft); deadline; stakes.
  • Actions: Classify as one-way door (hard to reverse) vs two-way door (reversible). Set a timebox and required rigor (light/standard/heavy). Name the failure cost (what’s the worst credible outcome?).
  • Outputs: Decision classification + process intensity + timebox.
  • Checks: The process chosen matches reversibility and stakes (no “heavy process” for reversible choices; no “wing it” for irreversible ones).
  • 输入：决策声明（草稿）；截止日期；风险等级。
  • 动作：将决策分为单向门（难以逆转）vs 双向门（可逆转）。设定时间盒及所需严谨程度（轻度/标准/重度）。明确失败成本（最可能发生的最坏结果是什么？）。
  • 输出：决策分类+流程严谨度+时间盒。
  • 校验标准：所选流程与决策可逆性及风险等级匹配（可逆决策无需“重度流程”；不可逆决策不能“随意处理”）。

2) Make the decision explicit (anti-hesitation)

2) 明确决策内容（避免犹豫不决）

  • Inputs: Context/why now; constraints; success criteria.
  • Actions: Turn implicit debate into a crisp decision: “We are deciding X by date to achieve Y.” List non-negotiables and what “good” means.
  • Outputs: Decision Brief sections: Decision statement, Why now, Success criteria, Constraints.
  • Checks: A stakeholder can restate the decision in one sentence without adding qualifiers.
  • 输入：背景/决策动因；约束条件；成功标准。
  • 动作：将隐含的讨论转化为清晰的决策声明：“我们将在某日期前决定X事项，以达成Y目标。”列出不可协商项及“成功”的定义。
  • 输出：决策简报模块：决策声明、决策动因、成功标准、约束条件。
  • 校验标准：利益相关方可用一句话重述决策内容，无需添加限定条件。

3) Gather context (historian pass)

3) 收集背景信息（历史梳理）

  • Inputs: Prior docs; past decisions; stakeholder perspectives.
  • Actions: Reconstruct relevant history (what was tried, what failed, and why). Surface “baggage” and hidden constraints. Collect only the decision-relevant facts.
  • Outputs: Decision Brief sections: Background, Prior decisions + rationale, Known constraints.
  • Checks: The brief distinguishes facts vs assumptions vs opinions.
  • 输入：过往文档；历史决策；利益相关方观点。
  • 动作：重构相关历史（尝试过什么、失败原因是什么）。挖掘“历史包袱”及隐性约束条件。仅收集与决策相关的事实。
  • 输出：决策简报模块：背景信息、历史决策+理由、已知约束条件。
  • 校验标准：简报明确区分事实vs假设vs观点。

4) Generate options + criteria; log assumptions

4) 生成选项+标准；记录假设

  • Inputs: Candidate options; goals; constraints.
  • Actions: Define evaluation criteria and (if helpful) weights. Expand to 2–4 viable options (including “do nothing” if appropriate). For each option, make key assumptions explicit (what must be true for this to work?).
  • Outputs: Options + Criteria Matrix; Assumptions/Unknowns list.
  • Checks: Each option has at least 2–3 explicit assumptions; criteria reflect actual tradeoffs (not “everything is important”).
  • 输入：候选选项；目标；约束条件。
  • 动作：定义评估标准（如有需要可设置权重）。拓展至2-4个可行选项（适当时可包含“不采取行动”选项）。针对每个选项，明确关键假设（该选项生效的必要前提是什么？）。
  • 输出：选项+标准矩阵；假设/未知项列表。
  • 校验标准：每个选项至少包含2-3个明确假设；评估标准反映实际权衡关系（而非“所有因素都重要”）。

5) Design the decision process + decision rights

5) 设计决策流程+决策权限

  • Inputs: Stakeholder list; org constraints; decision intensity.
  • Actions: Choose a decision-rights model (RAPID/DACI/RACI). Assign roles (who recommends, who decides, who must be consulted, who is informed). Create a tight plan: pre-read, input window, meeting, decision capture, comms.
  • Outputs: Decision Rights + Process doc; meeting plan.
  • Checks: There is exactly one Decider (or a clearly defined decision body), and veto power is explicit.
  • 输入：利益相关方列表；组织约束；决策严谨度。
  • 动作：选择决策权限模型（RAPID/DACI/RACI）。分配角色（谁负责推荐、谁负责决策、谁必须被咨询、谁需要被告知）。制定紧凑计划：预读材料、意见收集窗口、会议、决策记录、沟通。
  • 输出：决策权限+流程文档；会议计划。
  • 校验标准：明确指定唯一的决策者（或清晰定义的决策主体），且否决权是显性的。

6) Run a “curiosity loop” (contextual advice)

6) 运行“好奇循环”（获取上下文建议）

  • Inputs: Key unknowns; list of 8–12 people to consult (mix of experts + context-aware peers).
  • Actions: Ask lightweight, specific questions that demand rationale (“pick top 2 and why”, “what would change your mind?”). Capture inputs, disagreements, and decision-relevant evidence. Update options/assumptions accordingly.
  • Outputs: Curiosity Loop input summary; updated matrix/assumptions.
  • Checks: Inputs are specific and actionable (not generic opinions); dissent is recorded, not smoothed over.
  • 输入：关键未知项；8-12名咨询对象列表（专家+熟悉上下文的同事混合）。
  • 动作：提出轻量化、具体且需要理由的问题（如“选前2个选项并说明原因”、“什么会改变你的想法？”）。收集意见、分歧及与决策相关的证据。据此更新选项/假设。
  • 输出：好奇循环意见汇总；更新后的矩阵/假设。
  • 校验标准：收集的意见具体且可执行（而非泛泛之谈）；异议被记录而非被掩盖。

7) Decide and commit (document the why)

7) 做出决策并达成共识（记录决策理由）

  • Inputs: Final brief + matrix; role assignments; meeting agenda.
  • Actions: Run the decision meeting (or async decision) with a bias toward clarity. Make the decision explicit, name the tradeoffs, assign an owner, and set a review date. Document rationale and what would cause a revisit.
  • Outputs: Decision Log Entry; committed next steps; decision announcement draft.
  • Checks: The decision and owner are unambiguous; the team knows what changes tomorrow.
  • 输入：最终简报+矩阵；角色分配；会议议程。
  • 动作：主持决策会议（或异步决策），以清晰为导向。明确决策内容、说明权衡考量、指定负责人、设定复盘日期。记录决策理由及触发复盘的条件。
  • 输出：决策日志条目；已确认的后续步骤；决策公告草稿。
  • 校验标准：决策内容及负责人清晰明确；团队知晓次日将发生的变化。

8) Communicate, execute, and review (learning loop)

8) 沟通、执行、复盘（学习循环）

  • Inputs: Decision log; implementation plan; metrics.
  • Actions: Send the decision communication. Translate into tasks/milestones. Schedule a review to compare outcomes vs assumptions and capture learning (keep “intuition” testable).
  • Outputs: Sent comms (or ready-to-send); review plan; retrospective prompts.
  • Checks: A review date and measurement plan exist; assumptions are testable and tracked.
  • 输入：决策日志；实施计划；衡量指标。
  • 动作：发送决策沟通材料。将决策转化为任务/里程碑。安排复盘会议，对比实际结果与假设，总结经验（让“直觉”可被验证）。
  • 输出：已发送（或待发送）的沟通材料；复盘计划；回顾提示问题。
  • 校验标准：已设定复盘日期及衡量计划；假设可被验证并被跟踪。

Quality gate (required)

质量校验（必做）

  • Run references/CHECKLISTS.md and score with references/RUBRIC.md.
  • Always include: Risks, Open questions, Next steps.
  • 执行[references/CHECKLISTS.md]中的检查项，并使用[references/RUBRIC.md]进行评分。
  • 必须包含：风险、待解决问题、后续步骤模块。

Examples

示例

Example 1: “We need to decide whether to sunset Feature X by March 15. Create a decision memo, run a RAPID decision process, and draft the announcement.”
Expected: Decision Brief + options/criteria matrix + RAPID roles + decision log entry + comms + review plan.
Example 2: “We’re split on building vs buying an analytics tool. It’s a one-way door. Set up a rigorous process and capture assumptions so we can learn.”
Expected: One-way door classification + weighted criteria + assumptions log + consultation loop + decision log with review date.
Boundary example: “Help me decide if I should change careers.”
Response: This skill is for organizational product/leadership decisions; suggest a personal decision framework or coach instead.
示例1：“我们需要在3月15日前决定是否下线Feature X。创建决策备忘录，执行RAPID决策流程，并起草公告。”
预期输出：决策简报+选项/标准矩阵+RAPID角色分配+决策日志条目+沟通材料+复盘计划。
示例2：“我们在自研vs采购分析工具之间存在分歧。这是一个单向门决策。请搭建严谨的流程并记录假设以便后续学习。”
预期输出：单向门决策分类+加权评估标准+假设日志+咨询循环+带复盘日期的决策日志。
边界示例：“帮我决定是否要转行。”
回应：本技能适用于组织层面的产品/领导力决策；建议使用个人决策框架或寻求职业教练支持。