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Help users make better decisions between competing options. Use when someone is weighing pros and cons, comparing alternatives, struggling with a difficult choice, deciding between speed and quality, or asking "should we do X or Y?"
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| name | evaluating-trade-offs |
| description | Help users make better decisions between competing options. Use when someone is weighing pros and cons, comparing alternatives, struggling with a difficult choice, deciding between speed and quality, or asking "should we do X or Y?" |
Help the user make clearer decisions between competing options using frameworks and mental models from 40 product leaders.
When the user asks for help evaluating trade-offs:
Alex Komoroske: "It doesn't really matter if it's 1,000 or 1,001, who cares? It's orders of magnitude larger than the alternative, and so it is better." Don't waste effort on false precision in uncertain environments - focus on whether one option is dramatically better, not marginally better.
Annie Duke: "If you wouldn't start this today, then that means that everything that you're putting into this going forward is the actual waste." When evaluating whether to continue a project, ignore sunk costs entirely. The only relevant question is whether you'd begin this effort with today's knowledge.
Anuj Rathi: "Most experiments should be thought experiments. They should not even be tried out because they're obviously going to fail." Don't default to "let's just try it" - rigorous upfront thinking eliminates weak ideas before they consume engineering resources.
Graham Weaver: "Everything you want is on the other side of worse first." Meaningful change requires accepting short-term decline. Ask what your 5-year future self would want, not what makes tomorrow easier.
Bob Baxley: "Tenets are really decision-making tools... you sort of make a rule for yourself." Identify debates your team has repeatedly and create a tenet to decide the direction once. Good tenets are specific enough that someone could reasonably argue the opposite.
Ronny Kohavi: "Here's the money that we generate from the emails. Here's the money that we're losing on long-term value. What's the trade-off?" Assign dollar values to negative user actions (unsubscribes, churn) to make objective trade-offs against short-term gains.
Nicole Forsgren: "Identify the criteria that are most important to you... give everything a score, and just multiply it out." Create a decision-making spreadsheet with options as rows and weighted criteria as columns. The process often reveals the answer before the math is finished.
Geoff Charles: "Be very clear with the tradeoffs... present those tradeoffs back to your leadership team. Here's what we're doing and here's what we're not doing." Communicate what the team is NOT doing as clearly as what they are doing. Present a "menu" of options to force a decision.
John Cutler: "Some people are just locked into the can. They're uber pragmatic... others ask 'What should we do here?'" Don't let feasibility constraints dominate strategic thinking. Explicitly ask what you should do if technical debt weren't an issue.
Julie Zhuo: "Data is not a tool that's going to tell you what you should build... but it can tell you if you have a problem." Use data to identify problems and gaps, but rely on design and intuition to invent solutions.
Stewart Butterfield: "The cost of doing the analysis was this much. So it's guaranteed to be a loser." Evaluate whether the person-hours spent analyzing a decision exceed the maximum possible upside of the improvement.
Ramesh Johari: "Many of the changes that are most consequential create winners and losers." When launching a feature, explicitly identify who will lose and decide if the winners provide more net value to the ecosystem.
For all 42 insights from 40 guests, see references/guest-insights.md
SOC 職業分類に基づく
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