Think Slow To Act Fast
Why does slowing down at the right moments produce faster, better execution?
Speed without judgment amplifies error. Slow thinking is not hesitation; it is calibration. Once calibrated, fast execution compounds.
Two Speeds
| Mode | Job | Typical Output | Failure Mode |
|---|---|---|---|
| Slow | Sense-make and choose direction | Strategy, constraints, priorities | Analysis without commitment |
| Fast | Execute the next move | Decisions, actions, feedback | Activity without orientation |
The system fails when these are mixed at the wrong moment:
- Slow mode during urgent execution -> missed timing
- Fast mode during strategic uncertainty -> fast drift
Layer Split
Keep meta and execution in separate places on purpose.
| Layer | Function | Where It Belongs |
|---|---|---|
| Meta | Why this works, what constrains decisions | /docs/systems/, /docs/principles/, /docs/business/strategy/ |
| Execution | What to do now, in what order | Venture pages, prompt decks, run protocols |
Rule: point-of-decision pages should be short and operational. Deep rationale should be linked, not repeated.
Decision Chain
Think slow to improve this chain, then run it quickly:
QUESTION -> FRAME -> DECIDE -> ACT -> CAPTURE -> UPDATE
| Step | Slow Contribution | Fast Contribution |
|---|---|---|
| Question | Clarify what matters | Ask the five quickly |
| Frame | Define constraints and trade-offs | Name the current problem now |
| Decide | Set clear criteria | Choose smallest safe move |
| Act | Predefine execution protocol | Run without over-discussing |
| Capture | Define what evidence counts | Log result immediately |
| Update | Revise playbook and prompts | Apply update next cycle |
Business Mapping
The same two-speed split maps cleanly to business layers:
| Business Layer | Dominant Speed | Why |
|---|---|---|
| Strategy | Slow | Positioning, model choice, sequencing |
| Operations | Fast | Reliable, fair, lowest-cost execution |
| Growth | Fast | Rapid sensing and response in market |
| Tech Platform | Slow + Fast | Slow architecture, fast iteration on top |
Integration layer: Business Flow.
Principle Gates
Before fast action, pass these gates:
- Truth / Trust / Identity - does this violate coordination foundations?
- Speed x Judgment - is this a domain where we have earned speed?
- Goodwill - are we coordinating or extracting?
- Simplicity - are we solving the real problem with minimum complexity?
- Performance - what metric will verify the move helped?
Touch For Fun
Touch For Fun uses this split explicitly:
| Surface | Purpose |
|---|---|
| Touch For Fun | Decision-entry page (minimal, front-of-mind) |
| Prompt Deck | Fast loop prompts and RAM scaffolding |
| Business Plan | Slow loop strategy and assumption updates |
Operating rule: slow loop updates fast loop.
Anti-Patterns
| Pattern | Symptom | Fix |
|---|---|---|
| Theory spill | Decision pages become essays | Link depth docs, cut explanation |
| Execution drift | Busy team, weak outcomes | Re-anchor on five-question entry |
| Fast everywhere | Repeated reversible mistakes | Add slow review cadence |
| Slow everywhere | Delayed shipping and learning | Time-box framing, execute next move |
Context
- Navigation System - Value, Belief, Control
- Process Optimisation - Improve execution loops
- Decisions - Frame -> Gather -> Decide -> Act -> Learn
- Business Flow - Idea -> Strategy -> Operations -> Growth
- Truth, Trust, Identity - Coordination preconditions