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When the Decision Architecture Reaches Maturity Abstract In high-stakes executive environments, discomfort prior to authorizing a major decision is often misinterpreted as hesitation or erosion of confidence. This interpretation is structurally incomplete. As clarity increases, consequence density intensifies: obstacles become explicit, trade-offs harden, accountability concentrates, and irreversibility approaches. The tension that rises at this stage is not a psychological a

Reconstructing Governance at the Pre-Authorization Level Abstract Agency theory has long structured the architecture of corporate governance by focusing on incentive misalignment between principals and agents. Its analytical power lies in diagnosing information asymmetry, divergent utility functions, and monitoring inefficiencies. Yet the theory operates primarily at the point of authorization—where decisions are ratified, approved, or rejected. This article advances Upstream

Abstract In contemporary organizations, decision makers are widely perceived as the primary authors of strategic direction. The visible act of authorization — often crystallized in the word “Go” — concentrates accountability and liability at the executive level. However, the structural construction of decision space typically occurs upstream, prior to formal commitment. This article examines the asymmetry between authorization and framing, and the implications of that asymmet

Abstract In senior governance environments, decisiveness is widely interpreted as strength. However, the structural conditions under which executive decisions are formed create a recurring but insufficiently examined risk: premature commitment. This article analyzes the dynamics that compress ambiguity, accelerate convergence, and reduce reversibility before problem framing has fully matured. I. Decisiveness as Institutional Expectation Within boards and executive committees,