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GLOSSARY
A
ACCOUNTABILITY: The responsibility for decisions, actions, and their consequences within a system or organization.
ACTION BIAS: A cognitive preference for taking immediate action over planning or analysis, sometimes leading to premature decisions without fully understanding the problem.
ADAPTIVE DECISION-MAKING: The ability to adjust decision-making processes based on changing circumstances, new data, and real-time feedback.
ALIGNMENT: The process of ensuring that goals, strategies, and execution are coordinated across teams, departments, and stakeholders to achieve cohesive and effective outcomes.
ANECDOTE: A short personal story or case used as evidence, which may not be representative of a larger trend.
ANECDOTAL TRAP: The cognitive bias of over-relying on personal experiences or singular examples instead of data-driven conclusions.
ANTICIPATORY THRESHOLDS: Predefined markers that signal whether progress is aligning with expectations before major shifts occur.
ARCHETYPE: A standardized model of behavior or personification that represents distinct cognitive styles, preferences, and approaches to problem-solving and strategy execution.
ASSUMPTION: An accepted belief or starting point in decision-making that may require validation through data or experimentation.
AVERAGE: A statistical measure representing the central tendency of a dataset, commonly calculated as the mean, median, or mode.
B
BALANCER (ARCHETYPE): A PRISM archetype with a bias for tradition that naturally 4seeks harmony between structure and flexibility in decision-making.
BASELINE: The initial measurement or starting point used for comparison in progress tracking and performance analysis.
BENCHMARK: A standard or point of reference used to measure performance, progress, or effectiveness.
BIAS (COGNITIVE): A mental shortcut or predisposition that influences how individuals interpret information and make decisions, often unconsciously.
BREAKEVEN ANALYSIS: An assessment that determines when revenue equals costs, indicating the point at which profitability begins.
BREAKEVEN POINT: The threshold at which total revenue covers total costs, resulting in neither profit nor loss.
BUDGET (NOUN): A financial plan that allocates resources to specific objectives, projects, or activities.
BUDGET (VERB): The act of planning and allocating financial resources based on priorities and constraints
C
CAPITAL MANAGEMENT: The strategic planning and oversight of financial resources to optimize business growth and sustainability.
CAUSAL LOOP DIAGRAM: A visual representation of cause-and-effect relationships within a system.
CAUSATION: A direct relationship where one factor causes a specific effect.
CHANGE MANAGEMENT: A structured approach to transitioning individuals, teams, and organizations to a desired future state.
CIRCULAR LOGIC: A reasoning error where the conclusion is assumed in the premise, creating a loop with no valid foundation.
COGNITIVE: The mental processes involved in perception, reasoning, problem-solving, and decision-making.
COGNITIVE OVERLOAD: The overwhelming mental burden caused by excessive information processing, often leading to decision fatigue.
COLLABORATION: The practice of working together across individuals, teams, or organizations to achieve shared objectives effectively.
COMPOUNDING: The exponential effect of small incremental changes, decisions, or actions over time.
COMPETITIVE STRATEGY: A long-term plan that positions a business to achieve a sustainable advantage over competitors.
CONFLICT/CONFLICTING: A situation where interests, priorities, or perspectives are in opposition, requiring resolution or compromise.
CONSUMER: An individual or entity that purchases or uses a product or service for personal or business needs.
CONTINUITY: The ability to maintain business operations, strategies, or plans despite disruptions or changing conditions.
CORRELATION: A statistical measure indicating a relationship between two variables, though not necessarily a causal link.
COURSE CORRECT: The process of adjusting a strategy, decision, or plan to align with desired outcomes after identifying deviations or inefficiencies.
CULTURE: The collective values, beliefs, and behaviors that shape an organization's identity and influence decision-making and interactions.
CUSTOMER: An individual or business entity that purchases goods or services, often engaging in a long-term relationship with a brand or company.
D
DATA (GENERAL): Information collected and analyzed for decision-making, problem-solving, and strategy development.
DEBT: Borrowed capital that must be repaid, often with interest, used for funding growth or operations.
DECISION FATIGUE: The deteriorating quality of decisions after an extended period of decision-making, often caused by cognitive overload.
DELEGATE: The process of assigning responsibility and authority to others to manage tasks or decisions.
DIRECT/INDIRECT: Refers to immediate versus secondary impacts or influences within a system or decision-making process.
DYNAMIC VARIABLES: Changing factors that influence outcomes within a system, requiring continuous reassessment and adjustment.
E
EARLY INDICATORS: Measurable signs that predict potential future outcomes, allowing for proactive course correction.
EFFECT: The measurable impact or outcome resulting from a specific action, decision, or condition.
EISENHOWER MATRIX: A prioritization framework that categorizes tasks or projects based on urgency and importance.
ENVIRONMENT: The external and internal conditions influencing a business, decision, or system.
EVIDENCE: Verified or factual information used to support conclusions, decisions, or arguments.
EVIDENCE BIAS: The inclination to seek out and weigh information and data prior to making a decision or committing to action.
EXECUTION: The implementation of strategic plans and initiatives to achieve desired outcomes.
EXECUTIVE SUMMARY: A concise overview of a proposal, business case, or strategy designed for decision-makers.
EXPERIMENT: A structured process of testing hypotheses, variables, or strategies to determine outcomes and inform future decisions.
F
FEEDBACK LOOPS: Mechanisms within systems that allow for continuous learning and adjustment by providing information on past actions to refine future decisions.
FORECASTING: The process of predicting future outcomes based on current data, patterns, and trends.
FOCUS VARIABLE: The primary variable targeted for change or improvement within a PRISM OS roadmap.
G
GAP ANALYSIS: A method for identifying the difference between the current state and desired state of a system or process, used to determine necessary steps for improvement.
GOAL LAYERS: The different levels which build or lay the foundation for a particular goal or outcome, requiring analysis to determine primary and secondary drivers for results.
GUARDIAN (ARCHETYPE): A PRISM archetype with a focus on risk management, stability, and long-term sustainability.
GUARDRAILS: Predefined constraints or limits designed to keep strategies, decisions, or actions within acceptable boundaries.
H
HEURISTICS: Mental shortcuts or rules of thumb that simplify decision-making but may introduce biases.
HOLISTIC PROBLEM-SOLVING: Decisions that significantly influence an organization’s direction, success, or risk exposure.
HYPOTHESIS: A testable assumption or educated guess used to validate ideas and guide research or problem-solving efforts.
HYPOTHETICAL: A scenario or assumption used to explore potential outcomes and implications.
I
IMPLEMENT: The process of putting plans, strategies, or decisions into action.
INDICATORS (LEADING & LAGGING): Metrics that either predict (leading) or confirm (lagging) the impact of a decision or strategy.
INFLUENCE: The capacity to shape outcomes, behaviors, or decisions through persuasion, authority, or reputation.
INITIATIVE (STRATEGIC): A planned effort designed to drive significant progress towards strategic objectives, typically involving cross-functional teams and resources.
INNOVATE: The process of developing new ideas, methods, or solutions to improve efficiency, effectiveness, or competitiveness.
INNOVATION BIAS: A tendency to prioritize novelty and creative solutions over proven or traditional methods.
INTERDEPENDENCIES: The interconnectedness of different elements within a system, where changes to one factor impact others.
INTERDISCIPLINARY: An approach that integrates knowledge, methods, and insights from multiple disciplines to solve complex problems.
ITERATE: The practice of refining, improving, and repeating processes to enhance effectiveness and outcomes.
J
JUDGEMENT (DECISION-MAKING): The ability to assess information, weigh options, and make informed choices.
K
KEY PERFORMANCE INDICATOR (KPI): A structured framework for capturing, organizing, and leveraging information to support decision-making and strategy execution.
KNOWLEDGE MANAGEMENT SYSTEM: A structured framework for capturing, organizing, and leveraging information to support decision-making and strategy execution.
L
LAYERED RISK: The accumulation of multiple risks across different areas of a system, increasing complexity and potential failure points.
LEADERSHIP: The ability to guide, influence, and inspire individuals or teams toward achieving shared objectives.
LENS PROFILE: A PRISM assessment that evaluates how cognitive biases influence decision-making and collaboration at the individual level.
LAGGING INDICATORS: Metrics that provide insight into past performance and effectiveness of strategies.
LINEAR THINKER: A decision-maker who prefers structured, sequential approaches and struggles with ambiguity or nonlinear processes.
M
MANAGE & MITIGATE: The phase of PRISM focused on sustaining success, monitoring risks, and ensuring long-term continuity or adaptability.
MANAGEMENT: The process of overseeing operations, resources, and teams to achieve organizational goals efficiently.
MARGIN: The difference between revenue and costs, expressed as a percentage or absolute value.
MARGIN COMPRESSION: The difference between revenue and costs, expressed as a percentage or absolute value.
METRIC: A quantifiable measure used to assess progress, performance, or impact.
MILESTONE MAPPING: The structured process of setting, tracking, and adjusting key progress markers in a roadmap.
MINIMUM VIABLE PRODUCT (MVP): The structured process of setting, tracking, and adjusting key progress markers in a roadmap.
MITIGATE: The structured process of setting, tracking, and adjusting key progress markers in a roadmap.
MOAT/MOAT STRATEGY: A sustainable competitive advantage that protects a business from competition, such as brand strength, proprietary technology, or economies of scale.
MULTIPLICITIES: The presence of multiple perspectives, factors, or elements that contribute to complexity within a system.
N
NAVIGATOR (ARCHETYPE): A PRISM archetype skilled in structured planning, process optimization, and systematic execution.
NON-LINEAR THINKER: A decision-maker who excels in complex, ambiguous environments but may struggle with step-by-step execution.
O
OBJECTIVE ANALYSIS: A fact-based, unbiased evaluation of data, situations, or decisions.
OPERATING SYSTEM (PRISM):
OPPORTUNITY COST: The trade-off of choosing one option over another, measuring the potential benefits foregone.
P
PATTERN: A repeated trend or structure that provides insights into behavior, performance, or decision-making processes.
PIVOT THRESHOLDS: Markers that indicate when adjustments or strategic pivots are necessary.
POLARITY/POLARIZATION: A situation where opinions, perspectives, or forces become increasingly opposed or divided.
PRECURSOR: A factor or event that precedes and potentially influences an outcome.
PRISM OS: Problem Resolution through Integrated Strategic Methodologies; a structured approach to solving complex business challenges by integrating strategic frameworks, decision-making processes, and execution models.
PROBLEM FRAMING: The process of defining a problem in a structured way to facilitate effective problem-solving.
PROBLEM LAYERS: The different levels at which an issue exists, requiring analysis to determine root causes and solutions.
PROBLEM SOLVING: The ability to analyze, diagnose, and resolve challenges systematically.
PROBLEM VALIDATION: The first step in PRISM, ensuring that the right problem is identified before designing solutions.
PRODUCT MARKET FIT (PMF): The alignment between a product and its target market, ensuring demand and customer satisfaction.
PROGRESS INDICATORS: Metrics used to evaluate ongoing progress and effectiveness within a strategy or roadmap.
PROJECTION/PROJECT: A forecasted outcome based on current trends and assumptions.
Q
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R
RESEARCH & ROADMAP: The phase of PRISM focused on developing structured plans and testing assumptions.
RESOURCE ALLOCATION: The distribution of resources such as time, money, or personnel to optimize efficiency and outcomes.
RETURN ON INVESTMENT (ROI): A measure of profitability that evaluates the efficiency of an investment relative to its cost.
RISK MANAGEMENT: The practice of identifying, analyzing, and mitigating potential risks within decision-making processes.
RISK-REWARD GAP: The disparity between potential gains and associated risks, influencing decision-making strategies.
RISK TOLERANCE: The degree of risk an individual or organization is willing to accept in pursuit of objectives.
ROADMAP: A structured plan that outlines key milestones, objectives, and actions required to achieve a strategic goal.
ROOTS SYSTEM MAPPING: A structured approach that combines root cause analysis with systems thinking to uncover deeper insights.
S
SCAMPER: A creative problem-solving technique that encourages innovation by prompting individuals to Substitute, Combine, Adapt, Modify, Put to another use, Eliminate, and Reverse aspects of a problem or solution.
SMART PROBLEM/GOAL: A clearly defined goal or problem statement that is Specific, Measurable, Achievable, Relevant, and Time-bound.
SOLUTION VALIDATION: The phase in PRISM where proposed solutions are evaluated for effectiveness before full systemization.
STORM: Situational Turbulence from Overload, Risk, and Multiplexity; PRISM’s classification system for dynamic challenges.
STRATEGIC EXECUTION: The disciplined process of carrying out a strategy effectively, ensuring alignment with objectives, monitoring progress, and making necessary adjustments.
STRATEGIC INITIATIVE: A focused effort or project designed to drive meaningful progress in a company's long-term strategic goals.
STRATEGIC PLANNING: The structured process of defining an organization's direction, setting priorities, and allocating resources to achieve desired outcomes.
STRATEGY: The overarching plan of action designed to achieve specific long-term or high-level objectives.
SUNK COST: A past expense that cannot be recovered, often leading to irrational decision-making when factoring into future choices.
SUNK COST FALLACY: The tendency to continue investing in a failing endeavor due to the amount already spent rather than rational evaluation of future benefits.
SYSTEMS MAPPING: A visualization technique used to represent the relationships and interactions between different elements within a system, aiding in complexity management and decision-making.
SYSTEMS THINKING: A holistic approach to problem-solving that considers the interconnections between different components within a system, emphasizing patterns, relationships, and long-term consequences.
T
THE FIVE WHYS: A root cause analysis method that involves asking 'why' multiple times (typically five) to uncover the underlying cause of a problem.
TRAILBLAZER (ARCHETYPE): A PRISM archetype characterized by bold action, risk-taking, and pushing boundaries in decision-making.
TRADITION BIAS: A preference for established methods over innovative or unconventional approaches, sometimes leading to resistance to change.
THRESHOLD METRICS: Predefined success or failure points within a roadmap that dictate when adjustments are needed.
U
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V
VARIABLES (ALL TYPES): Factors within a system that directly or indirectly influence outcomes in different ways, including independent, dependent, control, and circumstantial variables.
VISION BIAS: A PRISM archetype characterized by bold action, risk-taking, and pushing boundaries in decision-making.
VISIONARY (ARCHETYPE): A PRISM archetype focused on innovation, future-oriented thinking, and ambitious goal-setting.
W
WEIGHTED DECISION-MAKING: A structured approach where different decision factors are assigned relative importance to guide better outcomes.