decision-frameworks_skill

This skill helps you structure tough product decisions using expected value thinking and regret minimization to reduce paralysis.

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Bundled Files

2 months ago

Catalog Refreshed

4 months ago

First Indexed

Readme & install

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Installation

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npx veilstrat add skill menkesu/awesome-pm-skills --skill decision-frameworks

  • SKILL.md2.4 KB

Overview

This skill structures difficult choices using probabilistic thinking and hard-decision techniques inspired by Annie Duke and Ben Horowitz. It helps product leaders convert uncertainty into expected value calculations, apply regret-minimization, and run quick pre-mortems to avoid paralysis. Use it to make clear, documented decisions with defensible tradeoffs and reversal plans.

How this skill works

The skill guides you through an expected value calculation for each option: estimate probability of success, quantify upside, and quantify downside to compute EV. It then prompts regret-minimization and reversibility checks, and captures a short decision matrix and pre-mortem to surface risks. The output is a concise decision record: choice, rationale, success criteria, and rollback plan.

When to use it

  • Choosing between two or more product features or bets with uncertain outcomes
  • Facing analysis paralysis when information is incomplete
  • Evaluating tradeoffs between short-term cost and long-term upside
  • Deciding whether a move is reversible or a one-way commitment
  • Prioritizing roadmap items under time or budget constraints

Best practices

  • Work in ranges, not false precision: use probability bands (e.g., 30–50%)
  • Quantify outcomes in monetary terms or clear business metrics whenever possible
  • Document assumptions and update probabilities as new evidence arrives
  • Perform a quick pre-mortem: list ways the decision could fail and mitigate them
  • Prefer options with higher expected value unless long-term regret or irreversibility changes the choice

Example use cases

  • Deciding whether to build feature A (steady but small revenue) vs feature B (low probability of a breakout)
  • Choosing to invest in hiring a specialist now versus outsourcing temporarily
  • Determining whether to pivot product strategy after mixed early signals
  • Assessing acquisition offers: calculate EV of integration success vs cost of failure
  • Prioritizing technical debt repayment vs new customer-facing features

FAQ

Use wide probability ranges, leverage analogues or historical data, and run sensitivity tests to see how the decision changes across plausible values.

When should regret minimization override expected value?

When the decision has outsized personal or long-term strategic consequences that EV doesn't capture, or when the option is irreversible and you expect lasting regret.

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decision-frameworks skill by menkesu/awesome-pm-skills | VeilStrat