正解: BCorrect: B
決定の可逆性に応じて手続きの重さを変え、可逆な決定は素早く、不可逆な決定は慎重に扱うのがこの枠組みの推奨です。The framework recommends matching the weight of the process to the reversibility of the decision: move fast on reversible choices and deliberate carefully on irreversible ones.
Bezos は2015年の株主への手紙で、多くの組織が規模の拡大とともにすべての決定に重い手続きを適用し、速度と発明力を失うと警告しました。取り消せない Type 1 の決定は慎重に、取り消せる Type 2 の決定は「欲しい情報の7割程度で判断し、誤りに気づいたら素早く修正する」ことを勧め、Type 2 は現場の小さなチームに委ねるべきだとしました。この区別は、不確実性下で「完全な情報を待つコスト」と「誤った決定のコスト」を可逆性によって比較する実践的な枠組みです。選択肢Aは大企業病の典型で、Cは速度だけを重視し学習と責任を放棄しています。Dは Type 2 の委譲という核心に反します。「小さく試して可逆にできないか」と問えば、多くの決定を Type 2 に変換できます。In his 2015 shareholder letter, Bezos warned that as organizations grow they tend to apply heavyweight processes to every decision and lose speed and inventiveness. Irreversible Type 1 decisions warrant careful deliberation, but reversible Type 2 decisions should be made with about 70 percent of the information you wish you had and corrected quickly if wrong, and they should be delegated to small teams close to the work. The distinction is a practical framework for weighing the cost of waiting for complete information against the cost of error, using reversibility as the guide. Option A is classic large-company disease; Option C prizes speed while abandoning learning and accountability; Option D contradicts the core idea of delegating Type 2 decisions. In practice, classifying decisions matters: asking whether something is truly irreversible or could be piloted converts many apparent Type 1 decisions into Type 2.
可逆性の判定は主観的で、人は自分が急ぎたい決定を「双方向のドア」と都合よく分類しがちです。また技術的には取り消せても、顧客の信頼や従業員の士気など、取り消しても元に戻らない影響を伴う決定は少なくありません。「7割の情報」という目安も、何を分母とするかで解釈が大きく変わります。Judging reversibility is subjective, and people conveniently classify decisions they want to rush as two-way doors. Many decisions that are technically reversible leave lasting effects on customer trust or employee morale that cannot be undone. The '70 percent of information' guideline is also open to wide interpretation depending on what counts as the full set.
可逆性を判定する際は「取り消した場合に誰にどんな影響が残るか」を具体的に列挙し、金銭以外の不可逆性も評価します。Type 2 と判断した決定には「いつ、どの指標で見直すか」を必ず添え、修正が実際に行われる仕組みにします。判定に迷う決定は、まず小規模な試行で可逆性を高めてから本格実施します。When judging reversibility, list concretely who would be affected and how if the decision were reversed, including non-financial irreversibility. Attach to every Type 2 decision a review date and metric so that correction actually happens. For borderline cases, run a small pilot first to increase reversibility before committing to full implementation.