I am often wrong
Points and comments are a snapshot, not live.
A product leader describes his six-step iterative problem-solving framework and embracing being wrong.
Boris Cherny shares his personal problem-solving framework with his team: understand information, gather missing info, define the problem, define a clear approach, define a goal, and act with urgency. He emphasizes iterating when new information emerges, and loves being wrong because it helps clarify the problem. He notes most failures are from poorly defining the problem or approach. He is an individual contributor, not a manager, and advocates for a feedback culture where honesty and psychological safety enable direct conversations. He is open to changing his meta-process if it is meta-wrong.
What commenters are saying
Commenters are sharply divided. Many criticize the framework as condescending, generic, and corporate drivel, especially the built-in urgency and the expectation of feedback for deviations. Some argue the power dynamics inherent in giving such feedback undermine psychological safety. Others defend the approach as aligned with Amazon's decision-making process or with OODA loops, finding the criticism unwarranted. A few comments mock the author's self-focus and the irony of the title. The top comment warns that at certain influence levels, one should slow down rather than be flippant.