Organizations rarely fail because they lack decisions. They fail because too many decisions accumulate in the wrong places, saturating cognitive capacity and pulling unresolved issues upward.
Organizations often respond to complexity with more analysis, more expertise, and more control - even when the situation requires experimentation, interpretation, and distributed learning.
What looks like a decline in capability is often a structural effect: as responsibility diffuses and coordination costs rise, the system changes what people are able to contribute.
A decision rarely survives the organization unchanged. As it moves across levels, contexts, and incentives, it is continuously reinterpreted - often until the original intent becomes difficult to recognize.
