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decision-frameworks_skill
166
GitHub Stars
1
Bundled Files
2 months ago
Catalog Refreshed
4 months ago
First Indexed
Readme & install
Copy the install command, review bundled files from the catalogue, and read any extended description pulled from the listing source.
Installation
Preview and clipboard use veilstrat where the catalogue uses aiagentskills.
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.