The AVT diagnostic

Before the decision, the best-informed people had access to the relevant information.

Rarely true Sometimes Often true

Someone could raise a risk without paying a social price for it.

Rarely true Sometimes Often true

Weak signals were examined, not waved away as “a comfort thing”.

Rarely true Sometimes Often true

Uncertainty was taken on early, not deferred to later.

Rarely true Sometimes Often true

Stakeholders shared the same understanding of what had been agreed.

Rarely true Sometimes Often true

Accepted trade-offs were documented, not merely implicit.

Rarely true Sometimes Often true

The decision record reflects the real uncertainty of the moment, not a reconstructed certainty.

Rarely true Sometimes Often true

Irreversible commitments were identified as such before signing.

Rarely true Sometimes Often true

It is known, by name, who bears the consequences if it fails.

Rarely true Sometimes Often true

That person has the authority to decide, not just the burden to carry.

Rarely true Sometimes Often true

Escalation clarifies who decides, instead of pushing discomfort upward.

Rarely true Sometimes Often true

Responsibility, accountability, exposure and ownership share the same address.

Rarely true Sometimes Often true

Your AVT reading

This diagnostic is not a score to optimize. It is a map: it shows where uncertainty lands in your organization.

Attention

Attention is what you do before delivery: seeing signals early and being able to name them without social cost.

Value

Value is what holds after: explicit commitment, documented trade-offs, an honest memory of uncertainty.

Trust

Trust is the infrastructure: who bears the consequences, by name, with authority aligned to exposure.

The book develops the framework, the four dimensions, and the practices to correct the drift.