The sixteen NADIR pairs this paper read, word for word in the English this study made from the Korean originals, each under the short title the paper gives it: the question first, then the first sentence of the judgment, which is also the pair's decision focus, then each option with its benefit, its cost and its condition of use; where two pairs share the same options, these are given under the first. The other four sentences of each judgment are the same in all eight pairs of a situation; they are given once, under the first pair of each situation. Each is a hypothesis, unreviewed, in one of the two invented situations of chapter 1. None names a real person, organisation, brand or event, so no line has been withheld. The studio's labels are given in the line under each title, not quoted.
The five-step approval
Pair nadir:human:508, a hypothetical decision exercise of edition 5 in the studio's situation 012, in the phase of transition, with the horizon future, unreviewed, with the status hypothesis; the four sentences its judgment shares with the other pairs of the situation are given here.
The previous five-step approval, moved unchanged to the new team
If the risk has shrunk but the approval alone remains, the slowdown is mistaken for a lack of capability.
It is a situation in which a new organisation starts by quickly copying the procedures of the previous organisation.
Familiarity gives early speed but can bring the constraints of the past along with it.
What is to be copied should be the problem that the procedure solved rather than the form of the document.
If the same risk is still there, there is a reason to keep it, but if the scale and the roles have changed, a lighter method can be tested.
Narrow the scope and keep the core
Concentrates resources on essential promises
Gives up some needs and opportunities
When there is little room to spare and the differences in effect are clear
Keep the full scope and reinforce support
Protects the continuity of relationships and service
If the needed resources are not secured, overload continues
When additional support is actually possible and the cost of stopping is large
Everyone’s tidying-up
Pair nadir:human:523, a hypothetical decision exercise of edition 5 in the studio's situation 027, in the phase of transition, with the horizon future, unreviewed, with the status hypothesis; the four sentences its judgment shares with the other pairs of the situation are given here.
The tidying-up that remains to the very end in the name of everyone’s work
The words “anyone can do it” can become the condition in which no one takes responsibility.
It is a situation in which a small new team, starting work quickly, has decided that everyone will help without a division of who is in charge.
Early flexibility can turn into a lasting ambiguity of responsibility.
There is no need to subdivide roles excessively, but work that must go on has to have a person in charge and a substitute.
It is better to leave the work of the exploratory stage fluid but to divide repeated operations clearly.
Specify the roles first
Responsibilities and expectations become clear
Early flexibility and speed may diminish
When repeated tasks and conflicts of responsibility have already come to light
Carry out jointly for a set period
Roles can be adjusted while watching the actual work
The ambiguity of responsibility may drag on
When the scope of the new roles is still uncertain
The old reporting form
Pair nadir:human:570, a hypothetical decision exercise of edition 5 in the studio's situation 012, in the phase of transition, with the horizon future, unreviewed, with the status hypothesis.
A past reporting form is evaluated by whether it helps present decisions.
Unneeded information can go on being produced only because it is familiar to complete.
Widen the scope to find hidden costs
Finds burdens that have moved to other people and other times
Adds a burden of extra checking to current work
When surface results and experience on the ground repeatedly differ
Inspect selectively, starting with the key risks
Concentrates on large problems with few resources
Small, scattered burdens may keep being missed
When time is limited and the effects can be put in order of priority
Early cooperation
Pair nadir:human:585, a hypothetical decision exercise of edition 5 in the studio's situation 027, in the phase of transition, with the horizon future, unreviewed, with the status hypothesis; its options are given under the earlier pair that shares them.
Early cooperation is not interpreted as acceptance of an unlimited role afterwards.
When the situation changes, the scope must be asked again, even of the same person.
Checking actual collaboration
Pair nadir:human:632, a hypothetical decision exercise of edition 5 in the studio's situation 012, in the phase of transition, with the horizon future, unreviewed, with the status hypothesis.
The checking of actual collaboration that is delayed in trying to put a system in place quickly
Even if there is a form, the work stops if it is not known who judges and who passes it on.
Coordinate the order through a single point of contact
Handles conflicts and duplicate promises at a glance
A new bottleneck may form at the coordinator
When competition for shared resources and conflicts of responsibility are large
Each person in charge coordinates autonomously within the boundaries
Protects the speed and flexibility of the response on the ground
The overall effect may be missed, or the same resource may be assigned twice
When the boundaries of roles and the information shared are clear enough
The person who found the problem
Pair nadir:human:647, a hypothetical decision exercise of edition 5 in the studio's situation 027, in the phase of transition, with the horizon future, unreviewed, with the status hypothesis.
Should the person who first discovered a problem take charge of it to the end?
If the responsibility of discovery is automatically tied to the authority needed for a solution, reporting decreases.
Delegate the final judgment to one person
Who decides and who explains becomes clear
Bias in judgment and dependence may grow
When speed is needed and the scope of responsibility is clear
Review key decisions jointly
Reflects other perspectives and interests
Decisions may be delayed and responsibility diffused
When it is hard to reverse or has a large impact on several roles
Old exceptions
Pair nadir:human:694, a hypothetical decision exercise of edition 5 in the studio's situation 012, in the phase of transition, with the horizon future, unreviewed, with the status hypothesis.
Old exceptions not explained to new members
A workaround that only insiders know makes the published rules hard to trust.
Agree on the standard and scope in writing
Reduces differences of memory and arbitrary exceptions
Negotiation and upkeep take extra time
When responsibilities recur or the other side's expectations differ
Start with a light agreement and review it
Responds quickly to changes in the situation
Spoken understandings may differ, or the review may be put off
When the effect is small and it can be checked again within a short period
Nameless repeated tasks
Pair nadir:human:709, a hypothetical decision exercise of edition 5 in the studio's situation 027, in the phase of transition, with the horizon future, unreviewed, with the status hypothesis.
Nameless repeated tasks that go to the person who does them well
The benefit of a quick solution can turn into a long-term burden on a particular person.
Rotate the roles and the burden
Reduces dependence and the actual cost is understood together
Early learning costs and variation in quality arise
When repeated tasks are fixed on a particular person
Keep the dedicated charge and reinforce support
Protects skill and consistency of handling
The possibility of substitution is low and the burden may be concentrated again
When expertise matters and compensation and a route for substitution can be secured
A condition for restoration
Pair nadir:human:756, a hypothetical decision exercise of edition 5 in the studio's situation 012, in the phase of transition, with the horizon future, unreviewed, with the status hypothesis.
Even an experiment that removes unnecessary procedures is given a condition for restoration.
Only if it is possible to go back when a problem arises after a control has been removed is excessive defence reduced.
Test within a limited scope
Checks the conditions while reducing the cost of failure
The results are hard to generalise and it takes time
When it can be reversed and the key assumptions are unconfirmed
Set the conditions and apply in full
Switches quickly to a consistent way of working
The cost of a wrong assumption may spread widely
When the limits of a partial test are large and the premises have been sufficiently confirmed
Work that will actually stop
Pair nadir:human:771, a hypothetical decision exercise of edition 5 in the studio's situation 027, in the phase of transition, with the horizon future, unreviewed, with the status hypothesis.
A meeting that sets roles must also set the work that will actually stop.
If only a person in charge is attached and the work is not reduced, the lack of capacity remains as it is.
Reduce the workload to secure room for recovery
Makes clear which promises the current staff can keep
Some goals and opportunities are put off
When there is sustained overload and hidden overwork
Add staff and support to keep the scope
Keeps the functions and relationships that are needed
The costs of hiring and learning come first, and it may not be resolved at once
When additional resources are actually secured and demand continues
The designer’s judgment
Pair nadir:human:818, a hypothetical decision exercise of edition 5 in the studio's situation 012, in the phase of transition, with the horizon future, unreviewed, with the status hypothesis.
The judgment on discarding the previous system, left to the person who designed it
The wish to protect one’s own contribution and the present need can collide.
Independent review from another perspective
Reduces the blind spots created by relationships and self-defence
Time for passing on context and for review is added
When the interests at stake are large or the existing judgment wavers repeatedly
The existing person in charge discloses the grounds and revises
Keeps continuity of context and execution
The risk of defending one's own existing assumptions remains
When review is open and there is room to admit error
A single holiday
Pair nadir:human:833, a hypothetical decision exercise of edition 5 in the studio's situation 027, in the phase of transition, with the horizon future, unreviewed, with the status hypothesis; its options are given under the earlier pair that shares them.
Everyone’s understanding of the work, tested by a single holiday
Being able to explain and handling independently are different.
Minimal operations
Pair nadir:human:880, a hypothetical decision exercise of edition 5 in the studio's situation 012, in the phase of transition, with the horizon future, unreviewed, with the status hypothesis; its options are given under the earlier pair that shares them.
Agreeing first on minimal operations that fit the new scale helps expansion.
If every function is sought from the start, the cost of upkeep runs ahead of actual demand.
Roles to separate
Pair nadir:human:895, a hypothetical decision exercise of edition 5 in the studio's situation 027, in the phase of transition, with the horizon future, unreviewed, with the status hypothesis; its options are given under the earlier pair that shares them.
Which roles should be separated before the team grows?
There is a need to judge by the boundary at which the costs of conflict and waiting grow.
A good copy
Pair nadir:human:942, a hypothetical decision exercise of edition 5 in the studio's situation 012, in the phase of transition, with the horizon future, unreviewed, with the status hypothesis.
A good copy explains the parts that will not be changed together with the parts that will be changed.
Only if what is essential is known is the form alone not insisted on at the next change as well.
Record even the reasons for the judgment and the conditions for change
The next person can review and revise the premises
The cost of writing and keeping records grows
When the decision recurs or is hard to reverse
Record only the essentials needed for execution
Keeps the pace and reduces information overload
Context may be lost, so that later interpretation differs
When the effect is small and the person in charge can check at short intervals
The burden lifted
Pair nadir:human:957, a hypothetical decision exercise of edition 5 in the studio's situation 027, in the phase of transition, with the horizon future, unreviewed, with the status hypothesis.
The performance of a new role also includes the burden lifted from existing work.
If only direct outputs are evaluated, the value of coordination and upkeep can be missed.
Evaluate the conditions and the process as well
Reflects difficulty and invisible contributions
Variation may arise from the evaluator's interpretation
When roles and conditions of assignment differ greatly
Evaluate on comparable results
The standard is easy to understand and to predict
Contributions and constraints outside what is measured may be left out
When conditions are similar and results can be compared reliably