The film is unavailable. You can read what it shows below.
What the film shows, in words
- See which options you could walk back.
- 3 options. Two are easy to reverse. One is not.
- Evidence: 1 of 2 strong. Decide in 45 days.
- If the strong evidence is weak: 0 of 2. Hard-to-reverse options rest on weak evidence.
- One new strong source: 1 of 3.
- The brief sets it out. The decision stays yours.
The demo: the worked example, one input at a time
ExampleWhether to open a second office (illustrative). Nothing is saved or sent.
Step 1 of 4
Three ways out. Two come back.
3 options. 1/2 strong evidence. Decide in 45 days. Each path is as large as its cost or effort, and stands in the order entered.
23 Nov 2026Decide in 45 days
- AOpen a full officeHigh cost or effort, hard to reverse
- BShared workspace and one staff memberLow cost or effort, easy to reverse
- CDo nothing; travel as neededLow cost or effort, easy to reverse
Evidence on the line, as rated in the example
40% of last year’s revenue came from Ashanti-based clientsManagement accounts · rated strong
Competitors are opening offices in the cityConversations · rated weak
The ways out, in the order entered
- A
Open a full officeHigh cost or effort, hard to reverse
- B
Shared workspace and one staff memberLow cost or effort, easy to reverse
- C
Do nothing; travel as neededLow cost or effort, easy to reverse
The tool’s remark
- The brief has real options, evidence and a date.
- Options
- 3
- Strong evidence
- 1/2
- Decide in 45 days
- 23 Nov 2026
Now your decision, set out on one page.
State the decision, then the options and the evidence. The brief builds beside you as you type.
Your ways out, and ways back
- Options
- 3
- Strong evidence
- 1/2
- Decide in 45 days
- 23 Nov 2026
The tool’s remarkLive
- The brief has real options, evidence and a date.
Beads show evidence as you rated it. A path shows only what you chose for it: its cost or effort and whether it can be reversed.
The brief, as it stands.
Written from your inputs as you work. The tool sets the options side by side; it does not rank them or choose between them.
| Option | Benefits | Risks | Cost | Reversibility |
|---|---|---|---|---|
| Open a full office | Closer to clients; easier hiring | Fixed costs before revenue is secure | High | Hard to reverse |
| Shared workspace and one staff member | Presence at low cost | Weaker brand signal | Low | Easy to reverse |
| Do nothing; travel as needed | No new commitments | Travel cost and slower response | Low | Easy to reverse |
Brief quality
- Strength: The brief has real options, evidence and a date.
Decision brief
Decision
Should we open a second office in Kumasi next year?
- Decided by: Managing director, with board approval
- By: 23 Nov 2026
Why now
Two large clients are based there and travel costs are rising.
Evidence
- 40% of last year’s revenue came from Ashanti-based clients (Management accounts; strong)
- Competitors are opening offices in the city (Conversations; weak)
Open questions
Will the two clients commit to multi-year work? What would a lease cost?
Recommendation
To be made by the decision owner after discussion. This brief does not decide.
Your editable template
One-page decision brief, by email once delivery is connected.
One-page decision brief (DOCX) with options and open questions
Tool: Decision brief Decision: Should we open a second office in Kumasi next year? Result: 3 options · decide by 23 Nov 2026 Request: please book a consultation to discuss this decision (SVC-168).Send as a brief
How it works, and its limits.
The rules are published so you can check them. The tool checks that at least one piece of evidence is rated strong; it does not check which option that evidence is about. It looks for a “do nothing” option by the words in its name: nothing, status quo, wait or defer.
Easy to reverseThe path comes round and rejoins the point.
Hard to reverseIt goes out solid and comes back thin and broken.
IrreversibleIt goes out and does not come back.
Method
- 01
A brief needs at least two real options, including doing nothing, each with benefits, risks, cost and reversibility.
- 02
Hard-to-reverse options resting only on weak evidence are flagged.
- 03
The brief ends without a recommendation: the decision owner makes it.
- 04
Unless you write a recommendation yourself. It is then printed as its author’s, not the tool’s, with the evidence you mark as its basis. Resting on no evidence is flagged as a gap, and resting on evidence with no source is flagged.
- 05
An option can be marked a proposal or an approved commitment. An approved commitment is printed as one only with the record you name; without it the brief says “stated as approved, no record given”. The label changes no figure.
What it cannot tell you
- It structures your thinking; it does not make or recommend the decision.
- Evidence strength is your judgement.
- Confidential details should stay out of anything you email.
- It approves nothing. Who decides, and what is already approved, are your institution’s own records.
Quality ruleNo AI decision disguised as the principal’s judgment.
The brief is yours. A review of it is a separate service.
Prof. Wisdom GagakumaPrincipal for practice 10, Executive advisory