In companies, a one-size-fits-all decision-making process can lead to inappropriate application of heavyweight processes to all decisions, including lightweight ones. Two-way door decisions should generally be made by individuals or small teams, while one-way door decisions should be elevated to senior executives for careful scrutiny.

Most decisions in a company should be made quickly by individuals or small teams, while one-way door decisions should be elevated to senior executives for careful consideration.

There's no right or wrong decision in product management, only slow and fast decisions; making fast decisions allows for quicker corrections.

It's important to avoid decision-making anti-patterns like taking too long to respond or deferring decisions by involving others unnecessarily.

It's essential to make decisions quickly and be okay with making mistakes, as learning from wrong choices is better than being indecisive and not making progress.

In decision-making, it's crucial to make the process explicit, identifying who is responsible for the decision and the criteria for making it.

If you're unsure who the decision maker is, it's likely you. It's better to act decisively than to slow down the company by following a process without making a decision.

Free will might be the ability to make decisions based on your understanding, even if those decisions are ultimately determined.

The decision-making process involves weighing evidence about available options against past experiences to compute expected values, guiding choices in various scenarios. Additionally, the speed-accuracy trade-off means that the faster you make a decision, the more mistakes you tend to make, highlighting that taking more time allows for better evidence accumulation and more accurate choices.