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Appreciating Discomfort Before Authorization
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
etoman gilbert Hugues
il y a 3 jours3 min de lecture


Upstream Decision Framing and Agency Theory
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
etoman gilbert Hugues
il y a 5 jours3 min de lecture


Decision Authority and the Illusion of Executive Control
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
etoman gilbert Hugues
il y a 6 jours2 min de lecture


Premature Commitment as a Structural Risk in Executive Governance
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,
etoman gilbert Hugues
13 févr.2 min de lecture
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