“When people are clear and specific in three areas. . .”

“When people are clear and specific in three areas—in the facts, values and assumptions underlying the definition of the problems; in the identification of alternative solutions; and in predictions about the nature of the product/market and organizational forces that affect the outcome of alternative actions—the caliber of their decisions is significantly higher than if they are kept in the dark. By being specific in these three areas, a leader will focus the debate on the substance of the issues, not on personalities or individual stakes in the decision.”

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“When people are clear and specific in three areas. . .”

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