Work and teams
Use deliberation for a business strategy decision
Compare strategic options using objectives, evidence, capabilities, competitors, implementation constraints, and explicit uncertainty.
The basic idea
Strategy benefits from adversarial examination because teams often agree on goals while hiding disagreements about mechanisms. A structured council makes assumptions and competing causal stories visible.
Compare entering a new market, focusing on an existing segment, partnering, or delaying until a capability gap is closed.
How to do it
- 1
Define the objective and the metric that would indicate success.
- 2
Describe the options, resources, constraints, and evidence behind the forecast.
- 3
Assign advocate, critic, fact-checker, and chair roles across distinct model slots.
- 4
Ask for a recommendation, leading indicators, stop conditions, and a learning plan.
What to watch for
- Models may invent market facts; verify external claims.
- A polished synthesis can conceal weak input data.
- Do not upload confidential strategy or customer information without authorization.
What a useful result looks like
A useful result connects the recommendation to explicit assumptions and tells the team what evidence should change course.