Tech Lead Handbook
  • 👋Introduction
  • People
    • Space for Growth
    • One on Ones
    • Manage Conflicts
    • Deal with Passive Aggressive
    • Give Feedback
    • Performance Management
    • Manage Up
    • Talent Matrix
  • Engineering
    • Pair Programming
    • DCI Framework
    • Code Ownership
    • ADR
  • Leadership
    • Leadership Competencies
    • The Communication Pyramid
    • Anti Patterns
  • Prioritisation
    • Types of Decisions
    • Pros and Cons
    • Decision Matrix
  • Hiring
    • Hiring Process
    • Prepare a Hiring
    • Position Description
    • Shortlisting
    • Case Study
  • Product
    • Working with Product Managers
    • Assumptions Mapping
    • Decision Making
    • Practice vs Process
    • Nemawashi
    • OKRs
    • Consensus vs Consent
  • Project
    • The Triple Constraint
  • Strategy
    • Tech Strategy
  • Communication
    • Use Positive Language
  • Shortlist
  • ...
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  • The What
  • The How
  • Tips
  1. Prioritisation

Types of Decisions

Decisions are not all equal, and your decision-making process should be flexible.

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Last updated 1 year ago

The What

According to Bezos, there are two basic kinds of decisions you can make:

  • Type 1: Almost impossible to reverse. Bezos calls them “one-way doors.” Think selling your company. Or quitting a job. In short, figuratively jumping off a cliff. Once you make a Type 1 decision, there’s no going back.

  • Type 2: Easy to reverse. Bezos calls these decisions “two-way doors.” Like starting a side hustle. Or offering a new service. Or introducing new pricing schemes. While Type 2 decisions might feel momentous, with a little time and effort (often a lot less than you think) they can be reversed.

The How

  1. Distinct between the 2 types of decisions

  2. Understand the context of your team and your organisation

  3. Develop two distinct mental models for handling each decision type

Tips

Determine whether it is a Type 1 or a Type 2 decision:

  • Most of the decisions should be type 2 decision. So don't overthinking, otherwise you make no decision at all

  • A team should limit the number of type 1 decisions they make.

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