Decision-Based Evidence-Making

The author argues that decision-based evidence-making, where organizations choose an action first and then gather data to justify it, is common and often unavoidable, but only acceptable if the loop is closed afterward. Karl Weick's view that teams converge on a shared "how" before deciding what to do and why is presented as a counterpoint to Simon Sinek's Start With Why framework, and the author says they lean toward Weick about 80% of the time. The text notes that evidence made this way is often discarded once it has served its purpose, and that stakeholder pressure and org-hacking are common reasons for it. It also says that regular process hacks suggest the process needs an audit.