The 3–2–1 Reset

Your market is shifting, your competitor just pulled ahead, and the one person who could execute the next move has resigned. You can’t get more data fast enough, yet the window to act is closing. In today’s volatile, uncertain, complex, and ambiguous (VUCA) world, this is the moment that defines leadership, and indecision is the most dangerous move you can make.

It’s like waiting for a major software update to finish: you’ve been watching the progress bar for an hour, now stuck at 87 percent. Do you wait, restart? How do you know? And it doesn’t help when the colleague next to you says theirs was done in 15 minutes.

Now replace that update with a business-critical choice: You’re halfway through expanding production into a new product line, deposits paid and suppliers waiting. Tariffs might be coming…or not. The operations lead you thought you’d secured hasn’t signed yet. Two main competitors might merge if that legislative bill passes or might not.

Do you move now? Hit pause? Scale back? Consolidate? Or wait, and see?

This is where most companies slip into decision deadlock, sitting still while everything else moves. And in volatile markets, that standstill is rarely neutral; it’s a slow slide backwards.

The numbers tell us this isn’t a rare problem:

• A major 2025 McKinsey + World Economic Forum report found 84 percent of executives feel underprepared for the unprecedented convergence of geopolitical, climate, AI-driven, and supply chain uncertainties.
• In a typical Fortune 500 company, decision paralysis costs about $250 million per year in wasted labor alone.
• A 2023 global study of business leaders found 85 percent suffer from “decision distress” and 59 percent face a “decision dilemma” more than once every single day.

The challenge will only grow as complexity, data volume, and operational pace increase. Leaders need a reset, a way to defibrillate their deadlocked decisions, fast, structured and before the window closes.

When a decision flatlines in the middle of volatility, the cost of standing still can be as damaging as getting it wrong. This reset, or “Decision Defib” is a simple, countdown-style approach to move from paralysis to purposeful action, even when the situation is shifting under your feet.

3 – Shock: Break the Freeze and Aim True

Restart momentum and confirm you’re solving the right problem.

• Spot the Flatline: Acknowledge the stall openly and declare intent to move. Then check whether you’re trying to make the right decision. Many teams freeze because they’re wrestling with the wrong question or one that’s too big to tackle in one move. Reframe if needed.
• Strip the Noise: Remove distractions, irrelevant options, and the overload of data and side issues that cloud the call. Indecision loves complexity.
• Call Time: Deadlines matter, but the why matters just as much. Ask: Why does this decision need to be made now? and What specifically must we decide by then? If missing information is holding you back, make a partial decision to keep progress alive while deferring the rest.

2 – Stabilize: Frame the Decision with Precision

Clarify what’s at stake and how you’ll measure the right outcome.

• (Re)Define Decision Criteria: Be explicit about what this decision must achieve and how it fits with your overall strategy. Is it about unlocking an investment, selecting the best supplier, safeguarding market share, or adjusting to legislation? Distinguish between must-haves and nice-to-haves so your criteria act as a compass.
• Surface and Quantify the Big Unknowns: Identify the major risks or moving parts. Discuss whether they affect all options equally or only some. Quantify where possible and decide what must be navigated without certainty.

1 – Surge: Decide and Drive Forward

Commit, communicate, and move.

• Throw the Switch: Once the noise is stripped, the unknowns are clear, and the criteria are set, it’s time to decide. Commit to the path, announce it to the right stakeholders, and trigger the first visible step. Momentum is your best guard against sliding back into paralysis.

Where AI Fits, and Where It Doesn’t

In complex decision making, AI can be a powerful ally, but only if you give it the right role. Use it to accelerate the heavy lifting: gathering and sorting data, mapping scenarios, stress-testing assumptions, and surfacing alternative options you may not have considered. Think of it as adding an extra analyst to the room, one who works at lightning speed. Don’t use AI to make the final call. It can’t account for trust, values, ethics, or team capacity, the human factors that decide whether a decision will hold in the real world. AI belongs in the Shock and Stabilize steps to clarify the picture, not in the Surge step where judgment and accountability must stay human.

When a decision flatlines, the silence can be deceptive — behind it, risk builds and momentum fades. This approach works to defibrillate decision deadlock, giving leaders a structured way to restart the heartbeat of progress. With the pulse restored, the task shifts to keeping that rhythm alive through each turn of uncertainty. After all, it’s the steady beat of decisive action that carries a business through the storm.