In Chapter 6 of Nobody Designed This, we explore Decision Latency. This chapter explains why organisations can be full of urgent activity yet remain slow to respond. It introduces the Decision Latency Curve and a practical Decision Latency Trace,showing how elapsed time, distortion, rework, queueing and accountability gaps accumulate between first credible signal and observable effect. Its central argument is that organisational speed is not produced by demanding greaterurgency from individuals. It is produced by designing authority, information flow, governance, boundaries and execution capacity so that decisions can become effects.

This episode explores decision latency, defining it as the total time elapsed from the first credible signal of a problem to the observable effect of a solution. Rather than blaming individuals for a lack of urgency, the author argues that delays are usually the result of poor organisational design, such as fragmented authority, communication silos, and rigid governance cycles. Using the Decision Latency Curve andreal-world examples like the Manchester Arena bombing, the source illustrates how time is often lost during recognition and execution rather than just the formal approval stage. The text emphasises that structural fixes, including clearer delegation and better psychological safety, are necessary to reduce the risks associated with waiting. Ultimately, the goal is to create a differentiated system where the speed of a response is appropriately matched to the complexity and reversibility of the choice at hand.

Read full article: https://www.linkedin.com/pulse/chapter-6-decision-latency-chris-parsons-7ffke/

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