The approach
What actually happens in the room
A room does not remember a framework. It remembers the decision it made while everybody was watching. So the session is built around one, and the four moves are how it gets made.
Five things, in order
01
The room names one decision
Not a hypothetical. A real one somebody in the room has been carrying, with a date it should already have been made by.
02
The clock gets a number
What the delay is costing per week, in the unit the organisation already tracks. Beds, trucks, outages, tickets, dollars. Whatever is already on the board.
03
The door gets tested
Can it be walked back, and what does walking it back cost? If that number is small, this is not a big decision. It is a slow one.
04
The call gets made, out loud
With a named owner and a date. Out loud matters. A decision made silently is a decision that can be quietly re-opened.
05
The correction gets booked
Before anyone needs it, and in the calendar. That is what makes seventy percent safe rather than reckless.
What the method costs
Stated rather than hidden, because a method that only advertises its upside is a sales pitch.
- It produces more small errors, on purpose.
- It requires someone to own a number they have never had to produce before.
- It only works if the correction point is actually booked, not merely agreed.
Questions producers ask
Move at 70 is the signature framework: decide at seventy percent confidence, then spend the energy you saved on correcting quickly.
It has four moves. Name the clock, which establishes what the delay is actually costing per week, in the unit the organisation already tracks. Test the door, which decides whether the decision is reversible and at what price. Call it at 70, which makes the call out loud, with a named owner and a date. Set the correction, which books the review before you need it.
A decision without a correction point is a guess. That is why the fourth move is not optional.
The method removes work.
Most of what exhausts a team is carrying undecided things, not doing decided ones. A decision that has been open for eleven days is being re-read, re-argued and re-worried by everyone who touches it.
Closing it returns that time.
Neither could a hospital.
The reversibility test exists precisely so the irreversible decisions get the scrutiny, and the other ninety percent stop borrowing it.
Sorting by reversibility rather than by size is what makes the scrutiny affordable where it is genuinely needed.
Both exist.
In sixty minutes the room makes one real decision out loud, which is the part they remember.
The 45 minute keynote runs all four moves with one worked example from the audience’s own sector. The half day workshop has leaders bring a real decision they have been holding, and leave having made it.
Yes, more small ones, on purpose.
That is the trade the method is making, and it is stated rather than hidden. Small errors caught at a booked correction point are cheaper than the cost of a decision that sat open for a quarter.
Confidence is not something you assemble before the decision. It is something the decision produces, and it arrives late.
Senior and mid-level leaders in operationally complex organisations: health systems, logistics, utilities, manufacturing, emergency services, engineering firms and financial operations.
Typically rooms of 200 to 2,000 people, sceptical of stagecraft and allergic to being told to be brave.
It is not a motivational session, a resilience or wellbeing session, or a look at the future. It is an operator with a method.