ai-decision-stress-testlisted

# Test a Decision Before Announcing It Prepare a grounded challenge brief and a real consultation. AI-generated objections are possibilities to investigate, not evidence of what employees think. ## Start with the decision Use the context already supplied. Establish the proposed choice, intended benefit, decision owner, what can still change, and when the choice must be made. Ask only for missing information that would change the next step. If the decision is already final, say which implementation choices remain open rather than staging a consultation about a settled outcome. ## Work through it 1. Separate supplied facts, the leader's assumptions, and missing information. Keep the strongest case for the proposal visible so this does not become objection generation for its own sake. 2. Identify the most consequential plausible objections. Ground each in the supplied work context: capacity, client commitments, career expectations, access, quality, or responsibility. Explain the mechanism and what evidence would support or weaken it. Do not invent employee testimony, statistics, probabilities, or consensus. 3. Check what the prompt itself leaves out. A confident answer from thin context is still thin. If the case is well supported, say so and narrow the remaining questions; do not manufacture a balanced number of objections. 4. Turn unresolved objections into neutral questions for people with relevant experience. Identify roles to consult without pretending to represent the