Organizations are very good at presenting us with problems. A project is late. A client is unhappy. A team is struggling. Turnover is increasing. A new process is not being adopted. The instinct is often to move quickly to the next question: What should we do about it? That instinct is understandable. Problems create pressure for action, and action creates a sense of progress. But there is another question that comes first: What kind of problem are we actually looking at? Bec

Leaders often evaluate decisions by asking a simple question: "Is this the right decision?" It is an important question, but it is rarely sufficient. In organizations, decisions do not remain isolated. They move. They influence priorities, reshape workloads, alter incentives, affect relationships, and create consequences that often emerge far from the original decision itself. A decision made within one function rarely remains within that function. Instead, it propagates thro

Artificial intelligence is rapidly becoming embedded in organizational decision-making. It screens résumés, prioritizes customer interactions, forecasts demand, identifies operational risks, and increasingly recommends actions that once depended entirely on human judgment. These capabilities have enormous potential. But they also introduce a subtle organizational risk. The danger is not that AI will make poor decisions. It is that organizations begin treating AI-generated rec