Breaking Through Analysis Paralysis

Making the right decision when you have all the information is trivial. That’s what school teaches us.

Figuring out what information is missing and finding it is a bit harder.

But here’s the real challenge: when information is impossible or time-consuming to find. You have arguments “for” and “against,” but you need to decide now. If this decision affects big money — that’s what they pay big money for.

Example: Should we launch in a new market? Competitors might copy us, customers might not adopt, our team might struggle. But waiting for full certainty means others will take the market.

The Descartes Square for such decisions:

• What good will happen if we do it?
• What bad will happen if we do it?
• What good will happen if we DON’T do it?
• What bad will happen if we DON’T do it?

Simple but effective way to structure thoughts when data is incomplete.

The main mistake: trying to gather all the information in the world. Sometimes 70% accuracy is enough to move forward.

Sometimes you need to gently redirect your analyst to other priorities. Analysis can continue indefinitely, but business decisions can’t wait forever.

Thanks to Egor Abramets for teaching me this years ago.