How to Avoid Paralysis by Analysis

The third EPD pillar addresses a familiar pain point: indecision. Ben Webb notes that “most project failures aren’t caused by terrible decisions. They’re caused by no decisions at all.” Teams often flag issues and escalate repeatedly, only to end up “waiting on a decision”. During this wait, scope creeps, timelines stretch, and confidence erodes. EPD confronts this with a focus on decision readiness—making sure decisions happen promptly and effectively.

Key EPD practices for decision readiness include:

• Decision Logs: EPD treats decisions as first-class deliverables. All upcoming decisions are logged, prioritized, and made visible to leadership. Webb highlights that with this transparency, “decisions are tracked, prioritized, and visible”. This prevents items from falling through the cracks.
• Brief, Action-Oriented Materials: Instead of 10-slide decks, Webb advocates one-page briefs that answer core questions. Leaders receive “calls to action,” not endless updates. This sharpens focus and drives quicker responses.
• Structured Escalation: Build expected escalation into the process. If a decision isn’t made by the deadline, there’s a predefined next step. Webb writes: “Escalation is expected — and structured: No more issues bouncing between inboxes.” For instance, if a department head misses a sign-off, the issue automatically escalates to a steering committee meeting.
• Conditional Approval (“Approve Unless”): A powerful EPD tactic is to act if no one objects by a set date. Webb explains: “If no one objects by a set date, a recommendation is enacted. Silence isn’t safety — it’s passive failure.” This forces opinions to surface. It turns passive inaction into a decision itself, preventing indefinite delays.

When executed well, decision readiness transforms project momentum. EPD ensures everyone knows the decisions on the horizon and who will make them. Teams trust that issues will be resolved in time, reducing stress and speculation. Moreover, Webb points out that reviewing decisions after the fact creates a feedback loop: the team learns and decisions improve over time.

Test Your Project: Webb suggests asking, “What was the last three-week delay in this project really caused by?” If the answer is “waiting for someone to decide,” then the project isn’t broken by planning but by leadership and decision-readiness.

EPD fixes this without politics, drama, or delay by making sure that when issues arise, a decision path is already in place. In doing so, it keeps projects moving forward even when decisions are hard.