Type 1 & Type 2 Decisions
A side-by-side look at the two types of decisions and how they differ in practice.
Let's go!
Type 1: One Way Doors
Consequential and hard to reverse. These deserve a heavyweight approach—slower, deliberate, with consultation and clear documentation. Treating these decisions lightly is risky.
+ example
Type 2: Two-Way Doors
Changeable and reversible. These should be made quickly by high-judgment individuals or small groups, then iterated. Leaders should identify and delegate these decisively.
+ example
Examples
Prioritizing backlog items. Rolling out beta features to a small group. Selecting images for a presentation. Planning a team building activity within a set budget. Piloting a learning & development program. Adjusting meeting cadences.
Examples
Acquiring or merging with another ed-tech company. Sunsetting a core product. Launching a major public-facing marketing campaign. Implementing a company-wide compensation model change. Signing a vendor contract that locks the company into a major platform or tool.
Decision Making | Type 1 & 2 Doors
Kristin Denver
Created on October 8, 2025
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Transcript
Type 1 & Type 2 Decisions
A side-by-side look at the two types of decisions and how they differ in practice.
Let's go!
Type 1: One Way Doors
Consequential and hard to reverse. These deserve a heavyweight approach—slower, deliberate, with consultation and clear documentation. Treating these decisions lightly is risky.
+ example
Type 2: Two-Way Doors
Changeable and reversible. These should be made quickly by high-judgment individuals or small groups, then iterated. Leaders should identify and delegate these decisively.
+ example
Examples
Prioritizing backlog items. Rolling out beta features to a small group. Selecting images for a presentation. Planning a team building activity within a set budget. Piloting a learning & development program. Adjusting meeting cadences.
Examples
Acquiring or merging with another ed-tech company. Sunsetting a core product. Launching a major public-facing marketing campaign. Implementing a company-wide compensation model change. Signing a vendor contract that locks the company into a major platform or tool.