5 MINUTES / FIVE-MINUTE VIEW
Eight necessary attributes; ten increments share one test
The causal chain is: the standard constrains analysis; analysis creates observable increments; increments change real choices; outcomes then validate or revise the standard.
FORMAL DEFINITION / 正式定义
Outcomes validate; they do not rewrite ex-ante quality
A high-quality decision uses the information, stated or explicitly unconfirmed objectives, authority, constraints and time window available at the time to compare viable alternatives, inaction and opportunity cost; identify decisive variables, mechanisms, risks and dissent; and choose or defer an executable, stoppable and reopenable path more likely to improve long-run risk-adjusted outcomes.
The eight attributes are not equally weighted score items. They are necessary gates: material failure in goal, problem, facts or authority cannot be averaged away by excellence elsewhere.
EIGHT NECESSARY ATTRIBUTES / 八项必要属性
High-quality judgment must survive eight kinds of scrutiny
01DQA-01
Goal alignment
Align with the enterprise's long-run, systemic, risk-adjusted end state and make trade-offs explicit.
- FAILURE RISK
- Signing, scale, profit, process or a short-term KPI substitutes for the real objective.
- PUBLIC EVIDENCE
- Whether objectives, constraints, the inaction baseline and long-run outcomes are preserved together.
RELATED PUBLIC EVIDENCE→02DQA-02
Problem framing
Preserve the original question while identifying the source problem and competing frames.
- FAILURE RISK
- Producing more precise and longer analysis under a false premise.
- PUBLIC EVIDENCE
- Whether reframing changes alternatives, evidence or stop conditions.
RELATED PUBLIC EVIDENCE→03DQA-03
Evidence integrity
Separate confirmed facts, unverified facts, assumptions, expert opinions and inference.
- FAILURE RISK
- Documents, experience, conjecture and conclusions are blended into ‘facts’.
- PUBLIC EVIDENCE
- Whether source, fact cut-off, unknowns, versions and evidence limits can be checked.
RELATED PUBLIC EVIDENCE→04DQA-04
Complete alternatives
Compare the recommended path, viable alternatives, inaction and major alternative uses of capital.
- FAILURE RISK
- Treating the proposed transaction as the only option.
- PUBLIC EVIDENCE
- Whether alternatives, opportunity cost and inaction appear in the same decision record.
RELATED PUBLIC EVIDENCE→05DQA-05
Correct weighting
Identify decisive variables and compress low-weight issues and noise.
- FAILURE RISK
- Mistaking long checklists, more data or averaged opinions for judgment.
- PUBLIC EVIDENCE
- Whether variable priority changes time, resources, alternatives or the conclusion.
RELATED PUBLIC EVIDENCE→06DQA-06
Mechanism penetration
Explain how value arises, who bears risk, when the thesis fails and the strongest counter-explanation.
- FAILURE RISK
- Relying on revenue, profit, multiples or a single-period cash view.
- PUBLIC EVIDENCE
- Whether causal chains, dissent, failure conditions and later outcomes can be compared.
RELATED PUBLIC EVIDENCE→07DQA-07
Timely action
Judge decision sufficiency under incomplete information and define action, waiting, switching and stopping.
- FAILURE RISK
- Waiting indefinitely for perfect information or acting hastily under time pressure.
- PUBLIC EVIDENCE
- Whether critical gaps, waiting costs, stage gates and reopening conditions are recorded ex ante.
RELATED PUBLIC EVIDENCE→08DQA-08
Auditable accountability
System advice, formal decisions, authority, dissent, actions and ex-ante versions remain traceable.
- FAILURE RISK
- AI advice, team opinion or after-meeting consensus is presented as the formal decision.
- PUBLIC EVIDENCE
- Whether roles, authority, dissent, formal decisions and action ownership remain distinct.
RELATED PUBLIC EVIDENCE→TEN OBSERVABLE INCREMENTS / 十类可观察增量
Judgment improves only when the decision object changes
An increment must change at least one of the alternative, price, terms, capital use, authority, resources, sequence, time window, stop condition or inaction baseline. Longer text, more information or more risk items do not qualify on their own.
01DQI-01
Information
Find an omitted fact or critical gap.
- NOT AN INCREMENT
- Information grows without affecting any decision object.
- DECISION EFFECT
- Can change conclusion, price, terms, sequence or stop condition.
RELATED PUBLIC EVIDENCE→02DQI-02
Weighting
Reorder the importance of variables without new facts.
- NOT AN INCREMENT
- Merely extending a risk list or averaging opinions.
- DECISION EFFECT
- The new weighting changes resources, time or comparison of alternatives.
RELATED PUBLIC EVIDENCE→03DQI-03
Problem framing
Reframe the original question so the real decision object becomes visible.
- NOT AN INCREMENT
- Only restating the same question.
- DECISION EFFECT
- Changes object, alternatives, evidence, accountability, sequence or stopping.
RELATED PUBLIC EVIDENCE→04DQI-04
Goal calibration
Detect that an action has drifted from the north-star objective.
- NOT AN INCREMENT
- Mistaking a stage deliverable or gameable metric for terminal value.
- DECISION EFFECT
- Redefines the value that must actually be protected or created.
RELATED PUBLIC EVIDENCE→05DQI-05
Risk
Identify risk not yet carried by an actor, price or mechanism.
- NOT AN INCREMENT
- Simply stating that risk exists without changing the design.
- DECISION EFFECT
- Risk enters price, terms, stage gates, exit or stop rights.
RELATED PUBLIC EVIDENCE→06DQI-06
Mechanism
Move beneath surface numbers to a falsifiable causal chain and alternatives.
- NOT AN INCREMENT
- Describing the phenomenon without explaining how the result arises.
- DECISION EFFECT
- The mechanism can be supported, challenged or reopened by later facts.
RELATED PUBLIC EVIDENCE→07DQI-07
Cycle
Separate cycle performance from long-run capability.
- NOT AN INCREMENT
- Extrapolating peak-cycle outcomes into durable capability.
- DECISION EFFECT
- Changes scenarios, action conditions or capital cadence.
RELATED PUBLIC EVIDENCE→08DQI-08
Action
Turn judgment into a concrete change of path.
- NOT AN INCREMENT
- Analysis improves while action remains unchanged.
- DECISION EFFECT
- Changes design, price, terms, responsibility, resources or sequence.
RELATED PUBLIC EVIDENCE→09DQI-09
Time
Reduce unproductive delay or premature action.
- NOT AN INCREMENT
- Equating speed with quality or delay with prudence.
- DECISION EFFECT
- Waiting cost, lost windows or rework materially decline.
RELATED PUBLIC EVIDENCE→10DQI-10
Confidence
Strengthen or weaken confidence without necessarily changing the conclusion.
- NOT AN INCREMENT
- Treating support as no increment, or agreement as validation.
- DECISION EFFECT
- Adoptability changes after evidence, dissent and mechanism testing.
RELATED PUBLIC EVIDENCE→