How Premortems Can Prevent Bad Decisions, According to Laurie Ruettimann

In a recent LinkedIn post, Laurie Ruettimann discusses a common pitfall in decision-making: the failure to identify risks early. Ruettimann argues that many poor decisions aren’t the result of recklessness, but rather a lack of open communication about potential dangers when they are easiest to address.

Ruettimann introduces the concept of a premortem as a practical tool to foster this necessary honesty. This technique involves assuming a plan has already failed and then working backward to understand the reasons why. The goal, as Ruettimann emphasizes, is not to dwell on negativity, but to surface the underlying concerns that team members might hesitate to voice.

“Most bad decisions don’t fail because people are reckless. They fail because no one names the risks early, when it’s still cheap to do so.”

The Power of Proactive Risk Identification

Ruettimann highlights that the true cost of bad decisions often stems from neglecting to address risks at their nascent stages. By the time a plan begins to falter, the associated costs, both financial and operational, have typically escalated, making mitigation far more challenging.

Understanding the Premortem Technique

The core of Ruettimann’s advice centers on the premortem. This exercise, as described in the post, is designed to be straightforward and accessible. Ruettimann states:

“A premortem is a simple way to force that honesty. You assume the plan failed and ask why, not to be negative, but to surface the things people already sense and hesitate to say out loud.”

This approach encourages a culture where potential issues can be brought to light without fear of judgment or reprictation. Ruettimann advocates for a plainspoken and practical application of this method, devoid of complex jargon or overly theoretical frameworks.

Practical Application for Leaders

Ruettimann suggests that this technique is particularly valuable for individuals in leadership positions who are responsible for managing risk and making critical choices. The post points to a resource provided by Ruettimann:

“I wrote a short post explaining how to run a premortem, along with a free worksheet you can use with a team or on your own. It’s plainspoken and practical. No jargon. No frameworks. Just clear thinking before you commit.”

By encouraging leaders to proactively consider failure points, Ruettimann aims to equip them with a tool for more robust strategic planning and execution. The emphasis is on leveraging collective intuition and foresight to preemptively address potential obstacles, thereby improving the likelihood of successful outcomes.

According to Ruettimann, dedicating even a small amount of time to this process can yield significant benefits. The insights gained from a premortem can lead to more informed decisions and a more resilient approach to project management and organizational strategy.