FIELD NOTES
Working notes on the invisible shifts that shape growing organizations.
One person is trusted to make decisions independently. Another is expected to seek approval. Both arrangements may seem reasonable, especially when they reflect how each person has performed in the past.
It can be easy to know who owns a decision when everyone would make the same one. Disagreement can reveal something the roles themselves don't.
We tend to see recurring tension as something that needs to be resolved. But some disagreements keep returning even when the people involved understand each other's perspective.
A decision can feel like an exception to the person making it and still become information for everyone watching.