STR.1:8 - Common Anti-Patterns and How to Avoid Them

The preferred initiative becomes the problem statement. A team is asked how to launch a service before anyone has compared that direction. Recover the contribution sought and retain a serious alternative. If the direction has already been selected on a sufficient basis, state that basis and work on the remaining commitment question.

The document becomes the strategic subject. Reorganizing a strategy deck can improve communication while leaving the organizational choice unresolved. Name what will change for the organization or its beneficiaries.

No authority, therefore no useful answer. A team stops all work because it cannot authorize the eventual investment. Return the comparison or recommendation it can responsibly supply, naming the action that remains blocked.