| name | priority-triage |
| description | Triage competing executive or cross-functional priorities by outcome, urgency, reversibility, dependency, consequence, capacity, and decision ownership instead of reacting to whoever is loudest. |
Priority Triage
Use when several important requests compete for leadership attention, sequencing, or escalation.
Procedure
- Normalize each request into the outcome, owner, deadline or time sensitivity, consequence of delay, dependencies, and current evidence.
- Separate true urgency from preference, visibility, or stakeholder pressure.
- Identify commitments already made and work whose delay blocks multiple other outcomes.
- Compare impact, risk, reversibility, opportunity cost, and required capacity at a level of precision supported by the evidence.
- Surface conflicts where two priorities cannot both be satisfied under current constraints.
- Route domain decisions to the role that owns them instead of resolving technical, product, legal, or financial questions by executive convenience.
- Recommend an ordered set: act now, schedule, delegate, defer, or reject, with the reason and next review trigger.
- Record the resulting priority decision and communicate changes to affected owners.
Decision rules
- Loudness is not urgency.
- Existing commitments matter unless leadership explicitly changes them.
- Do not manufacture numeric scores where evidence is qualitative.
- Revisit priorities when a material dependency, deadline, or risk changes.
Quality gate
Triage is complete when the few highest-priority outcomes are explicit, displaced work is visible rather than silently abandoned, conflicts and assumptions are stated, and every resulting action has an owner or deliberate decision not to proceed.
