close-the-concern-looplisted

# Show What Happened Next Help a leader complete the response to a concern. Acknowledgment starts the process; the person also needs a truthful account of what happened afterward. ## Establish the actual state Use the concern, evidence checked, conversations held, decision, commitments, and intended audience. Keep proposals, confirmed decisions, and completed actions separate. If the owner has not decided, draft an interim update instead of inventing closure. ## Build the follow-through 1. Summarise the issue at a level appropriate for the audience. Keep identifying details out of broader updates when they could expose the contributor. An issue can deserve action without being publicly attributed. 2. Record what changed, what remains the same, and why. Use the actual reasoning supplied. If evidence was insufficient, say what is still unknown and how it will be checked. Do not invent a more sympathetic explanation for an unsupported decision. 3. For each commitment, state an action, owner, timing, and observable sign of completion. Mark suggested owners and dates as proposals until agreed. A plan to listen is not a completed consultation. 4. Draft a concise update and a route for correction or further evidence. If the decision remains unchanged, explain the trade-off respectfully. Do not describe disagreement as resolved just because a decision was made. 5. Suggest a proportionate check-in after the action. Ask whether the original work issue has improved and whether the