> Real pushback is making problems visible: putting a price on the decision, naming what can go wrong, making the tradeoffs concrete. Putting a price on the de

> Real pushback is making problems visible: putting a price on the decision, naming what can go wrong, making the tradeoffs concrete. Putting a price on the decision? This is very bold statement, there are few people on the planet who can give right predictions about the price of the decision. Imagine engineer saying: "this will ruin our company" CEO: "What? excuse me, how did you come to this conclusion? what analysis have you run? how did you get these numbers?" I don't think what you are describing is easy to accomplish in practice, you made it sound simple, but complex systems don't operate this way. You have 100 departments, each can contribute 1 tiny problem and combination of them could lead to catasthropic outcome, but in isolation price feels like negligible or too small, no one can put the price on the decision