Program Manager| HARPER SRLSanto Domingo / Distrito Nacional, Dominican Republic
Data informs, but decisions often depend on how information is framed. I think that clear and compelling narratives can drive alignment more effectively than raw numbers.
Robert SnyderFounder & President| Innovation Elegance, LLCChicago, Il, United States
I agree that raw numbers let a poor decision-making culture off the hook. I recommend a framework that forces alignment, authority, and accountability. Whatever decision (or decision bundle) you want alignment, agree that the work is worth documenting. Then govern the work with verbs that force the team to document the collaboration.
Draft. Default Duration = 1 Day. Assigned to A. Review & Revise. Default Duration = 1 Day. Assigned to B, C, D, E, F, and G. Approve. Default Duration = 1 Day. Assigned to H. Distribute. Default Duration = 1 Day. Assigned to I, J, K, L, M, N, O, and P.
If the work stalls, the team is working on the wrong decision. The team jumped ahead. Go back and figure out what upstream decision is best to make the downstream decision easier.
Or, if the work stalls, the team has the wrong assignments. One or more assignments carry some untrustworthiness. Someone is not competent, honest, dependable, or benevolent with their assignment. So change their assignment.
Regardless of any verb assignment the PM signs up for, the PM can and should shape the decision culture. RACI is unhelpful to decision culture.
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1 reply by Lissette Indhira Pimentel Sosa
Jul 24, 2026 5:59 PM
Lissette Indhira Pimentel Sosa
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You make an interesting distinction between presenting information and shaping the decision process itself. Clear roles and a structured approach can make it much easier for stakeholders to move from reviewing data to reaching a decision. Ultimately, even strong data has more impact when the decision process encourages alignment and accountability.
Program Manager| HARPER SRLSanto Domingo / Distrito Nacional, Dominican Republic
Jul 24, 2026 3:40 PM
Replying to Robert Snyder
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I agree that raw numbers let a poor decision-making culture off the hook. I recommend a framework that forces alignment, authority, and accountability. Whatever decision (or decision bundle) you want alignment, agree that the work is worth documenting. Then govern the work with verbs that force the team to document the collaboration.
Draft. Default Duration = 1 Day. Assigned to A. Review & Revise. Default Duration = 1 Day. Assigned to B, C, D, E, F, and G. Approve. Default Duration = 1 Day. Assigned to H. Distribute. Default Duration = 1 Day. Assigned to I, J, K, L, M, N, O, and P.
If the work stalls, the team is working on the wrong decision. The team jumped ahead. Go back and figure out what upstream decision is best to make the downstream decision easier.
Or, if the work stalls, the team has the wrong assignments. One or more assignments carry some untrustworthiness. Someone is not competent, honest, dependable, or benevolent with their assignment. So change their assignment.
Regardless of any verb assignment the PM signs up for, the PM can and should shape the decision culture. RACI is unhelpful to decision culture.
You make an interesting distinction between presenting information and shaping the decision process itself. Clear roles and a structured approach can make it much easier for stakeholders to move from reviewing data to reaching a decision. Ultimately, even strong data has more impact when the decision process encourages alignment and accountability.
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1 reply by Robert Snyder
Jul 26, 2026 3:18 PM
Robert Snyder
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Nodding. š Data is static. Data doesn't spontaneously appear. Actions ... verbs ... shape our collaboration and decisions that generate data.
Verb choice shapes workplace culture of decision-making. Orchestrate 100 verbs = a team that's all over the place. Lumpy. Not fast. Orchestrate a modest number of verbs = simplicity, rhythm, smooth. Fast.
Data is a wonderful servant but a horrible master. Technology is a wonderful servant but a horrible master. Meetings are wonderful servants but horrible masters. Electricity is a wonderful servant but a horrible master. Money and the human body are wonderful servants but horrible masters. š
Decisions force discipline and empathy. Outcomes are behind the glass and out of my direct control. Decisions are in front of the glass and in our direct control.
Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Belief overrides evidence. You must deal with that.
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1 reply by Lissette Indhira Pimentel Sosa
Aug 01, 2026 4:43 PM
Lissette Indhira Pimentel Sosa
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Agreed, I think when beliefs are deeply rooted, then data alone is rarely enough. Communicating the context and connecting the information to stakeholders' concerns often makes the difference.
Saving Changes...
Robert SnyderFounder & President| Innovation Elegance, LLCChicago, Il, United States
Jul 24, 2026 5:59 PM
Replying to Lissette Indhira Pimentel Sosa
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You make an interesting distinction between presenting information and shaping the decision process itself. Clear roles and a structured approach can make it much easier for stakeholders to move from reviewing data to reaching a decision. Ultimately, even strong data has more impact when the decision process encourages alignment and accountability.
Nodding. š Data is static. Data doesn't spontaneously appear. Actions ... verbs ... shape our collaboration and decisions that generate data.
Verb choice shapes workplace culture of decision-making. Orchestrate 100 verbs = a team that's all over the place. Lumpy. Not fast. Orchestrate a modest number of verbs = simplicity, rhythm, smooth. Fast.
Data is a wonderful servant but a horrible master. Technology is a wonderful servant but a horrible master. Meetings are wonderful servants but horrible masters. Electricity is a wonderful servant but a horrible master. Money and the human body are wonderful servants but horrible masters. š
Decisions force discipline and empathy. Outcomes are behind the glass and out of my direct control. Decisions are in front of the glass and in our direct control. Saving Changes...
Senior IS Project Manager| Baycare Health SystemsClearwater, Fl, United States
Here are some interesting observations:
āFigures donāt lie, but liars do figure.ā ā Mark Twain
and
āIn God we trust. All others must bring data.ā ā W. Edwards Deming
As a LSS Black Belt, I understand the importance of good data, but as it has been already stated in the feedback to your post, data is only useful as a tool to support your decision making process. It can be a very powerful tool if used in context correctly, but it can also be misleading if not used correctly.
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1 reply by Lissette Indhira Pimentel Sosa
Aug 01, 2026 4:43 PM
Lissette Indhira Pimentel Sosa
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I like the balance those quotes illustrate. Data is an essential input, but it needs context and sound judgment to support good decisions. Numbers alone rarely tell the complete story.
Program Manager| HARPER SRLSanto Domingo / Distrito Nacional, Dominican Republic
Jul 24, 2026 7:02 PM
Replying to Sergio Luis Conte
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Belief overrides evidence. You must deal with that.
Agreed, I think when beliefs are deeply rooted, then data alone is rarely enough. Communicating the context and connecting the information to stakeholders' concerns often makes the difference.
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1 reply by Sergio Luis Conte
Aug 02, 2026 1:57 PM
Sergio Luis Conte
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And you are talking about data. But to take decisions we need information, not data. Data must be transformed into information.
Program Manager| HARPER SRLSanto Domingo / Distrito Nacional, Dominican Republic
Jul 27, 2026 2:32 PM
Replying to Michael King
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Here are some interesting observations:
āFigures donāt lie, but liars do figure.ā ā Mark Twain
and
āIn God we trust. All others must bring data.ā ā W. Edwards Deming
As a LSS Black Belt, I understand the importance of good data, but as it has been already stated in the feedback to your post, data is only useful as a tool to support your decision making process. It can be a very powerful tool if used in context correctly, but it can also be misleading if not used correctly.
I like the balance those quotes illustrate. Data is an essential input, but it needs context and sound judgment to support good decisions. Numbers alone rarely tell the complete story. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Aug 01, 2026 4:43 PM
Replying to Lissette Indhira Pimentel Sosa
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Agreed, I think when beliefs are deeply rooted, then data alone is rarely enough. Communicating the context and connecting the information to stakeholders' concerns often makes the difference.
And you are talking about data. But to take decisions we need information, not data. Data must be transformed into information.
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1 reply by Lissette Indhira Pimentel Sosa
Aug 14, 2026 1:52 PM
Lissette Indhira Pimentel Sosa
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Fair distinction. Data needs context and interpretation before it becomes useful information for a decision.
I agree. Data is essential, but in many projects, the challenge isn't having information it's helping stakeholders understand why it matters and what action it requires. I've found that effective project managers act as translators between data and decision-makers. They connect metrics with business impact, explain the risks and trade-offs, and frame the conversation around outcomes rather than just presenting numbers. A good narrative doesn't replace data; it gives the data context. When stakeholders understand the story behind the numbers, they are usually more confident in making decisions and taking ownership.
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1 reply by Lissette Indhira Pimentel Sosa
Aug 14, 2026 1:53 PM
Lissette Indhira Pimentel Sosa
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The translator role is a good way to describe it. A PM often has to connect what the numbers are showing with the impact stakeholders actually need to understand before making a decision.
Agreed; data alone rarely moves people because it doesn't answer "so what should we do?" A good PM connects the number to a story stakeholders already care about. For example, saying "we're 2 weeks behind" gets ignored, but "we're 2 weeks behind, which means we miss the holiday launch and lose the marketing spend" gets a decision made in the same meeting.
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1 reply by Lissette Indhira Pimentel Sosa
Aug 14, 2026 1:54 PM
Lissette Indhira Pimentel Sosa
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That's a great example. The second message makes the consequence tangible, and that is often what turns a status update into an actual decision.
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