Decision Making
Core Idea
Product decisions are made under uncertainty. You rarely have complete information, clear answers, or stable conditions. The goal is not to find the perfect decision, but to make a reasonable decision given current constraints — and update it as new information appears.
State of Thinking
Decisions are context-dependent, not formula-driven. Clarity and adaptability matter more than certainty. Good decisions are not always correct — but they are reasonable given what was known at the time.
Thinking Trace
How I approach decision making
1. Clarify the decision
Before deciding, define: what exactly needs to be decided, what options are being considered, what constraints apply. Unclear decisions lead to vague outcomes.
2. Anchor on constraints
Constraints shape what is actually possible — regulation, time, resources, existing systems. A decision that ignores constraints may look good but cannot be executed.
3. Evaluate trade-offs explicitly
Every decision involves trade-offs. Instead of searching for the “best” option, ask: what am I prioritising? What am I giving up? Making trade-offs explicit improves clarity and alignment.
4. Choose a direction
At some point, a decision has to be made. Prioritise decisions that are actionable and can be tested or revised. Avoid over-analysis and waiting for perfect information.
5. Keep decisions reversible when possible
Not all decisions are equal. When possible, prefer reversible decisions and avoid locking into high-cost paths too early. This reduces risk while learning.
6. Update decisions as new information appears
Decisions are not final. As new information becomes available, assumptions should be revisited and decisions may need to change.
What changed?
v1
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Why it changed?
v1
— skip —
Evidence / Signals
Example: Helper Match SG
Decision: focus on transfers within Singapore instead of general maid hiring.
Why: reduces regulatory and operational complexity; provides a clearer wedge into the problem space; aligns with existing trust signals (work pass, in-country availability).
Trade-offs: smaller market; limited scope of initial product.
This decision was not about maximising opportunity, but about increasing clarity and execution feasibility.
Open Questions
- How do you calibrate when a decision needs more information vs when it is avoidance?
- What makes a decision reversible in practice vs theory?
Connections
- Problem Framing — defining the right problem before deciding
- Belief Updating — revising decisions when assumptions change
Changelog
- v1 — Initial node (migrated from Quartz pm-thinking, 2026-04-25)