This document outlines a decision-making process framework with various techniques to improve decision making. It discusses widening options by considering alternatives beyond existing options. It also discusses framing choices as "and" rather than "or" to avoid a limited view. The document provides examples of success stories and tracking past decision results. It also describes techniques like testing assumptions, scoping decisions, considering opposite viewpoints, and preparing for potential outcomes when making decisions. Overall, the framework aims to improve decision making by avoiding narrow perspectives and more thoroughly considering various factors, alternatives, and potential scenarios.

1. DECISION MAKING
PROCESS
WRAP

4. WIDEN YOUR OPTIONS

5. ILLUSION OF LIMITED CHOICE
 Focus on existing options
 Alternative costs
 Disappearing options

6. CHOICES
 Yes-or-Not is not a choice
 Thinking AND, not OR
 Detect narrow frames by looking from
outside
 “Avoiding losses” and “Getting value”
 Solutions Paralysis

7. SUCCESS STORIES
 Who has solved this before?
 Playlist of winning choices
 Tracking decision results

8. LADDERING
 Happiness for all is an ideal world –
pears make the better world
 Pleasure is to be happy – pears are
happiness
 Sweetness is cool – pears are pleasure
 Pears are sweet

9. REALITY-TEST ASSUMPTIONS

10. SCOPING
 Basic Rates
 Global Scope (society, community,
country)
 Low-level details hitting particular
arguments

11. CHECKING THE OPPOSITE
BREAK THE ULTIMATE CONFIDENCE
OVER KNOWN ALTERNATIVES
 Assuming “positive intentions” in others
 Controlled failure
 “I was wrong. Time to find why”

12. OOCHING
 Our forecasts of the future are terribly
wrong
 Massive business plans suck, just go
there and try
 Short probation is better than long
interview
 Why predict if you can know

13. ATTAIN DISTANCE BEFORE DECIDING

14. BASIC PRIORITIES
 Don’t wipe emotions, listen to the core ones.
Goals, mission and aspirations
 Leveling. What person I’d like to become?
What company I’d like to build?
 Am I doing exactly what needs to be done
right now?
 Focus on the big goal when choosing
smaller steps

15. THE DISTANCE
 Momentary emotions lead to bad
long-term decisions
 We love thing we used to and hate to
loose even in small things
 10-10-10
 What would I advice to best friend
 What would my successor do

16. PREPARE TO BE WRONG
BUFFERS

17. FUTURE IS A RANGE
 Possible future is not a point, rather an array of possible
outcomes
 Buffers secure what is impossible to be predicted
 Readiness for problems helps us to cope with them
 Looking at the specter of possible outcomes: predicting wins
and loses, pushing the future to the desired state

18. EXTREME SCENARIOS OF THE FUTURE
 Post-mortem analysis. In a year we
totally failed. How and why does it
happened?
 Pre-parade. In 12 months we stand
as heroes. Are we ready for such a
success?

19. TRAPWIRES: PROBLEMS
 Autopilot-decisions with no critics over
ones we made in past (As all of them
were right. Yeah – you can even stand
for them being ideal)
 Putting more and more into bad
decisions (like playing teddy-bear-scam
games)
 Results considered as avalanche or
meteor coming in nano-seconds after
days of waiting

20. TRAPWIRES: SALVATION
 Trapwires as an alarm clock
during/before the process. Realizing
there is a choice
 Checkpoints on gradual
implementations
 Structuring “monolith” process:
division and setting terms
 Listen to strong feeling even with
maniac-styled line of defense set

21. QUESTIONS & DISCUSSION