Runs on PeoplePlaybooks / Outcomes · 2 min read
Prioritisation that survives the loudest voice
Scoring frameworks don't fail on the maths. They fail when the senior guess wins.
The problem
“Priorities always end up being whatever the boss wanted”
In the model
In 30 seconds
- RICE for product bets. WSJF when waiting has a cost.
- Score in silence, then reveal together. It removes the anchor.
- The gaps between scores are where the useful conversation is.
The situation
You brought in a framework to stop the loudest voice winning. Six months on, the top of the list still matches what the most senior person wanted.
What's really going on
Every score is a guess, and guesses in a room drift towards the most senior person. The team notices, stops scoring honestly, and the framework becomes politics with a spreadsheet.
The two formulas
| RICE | WSJF | |
|---|---|---|
| Formula | Reach × Impact × Confidence ÷ Effort | Cost of Delay ÷ Job size |
| Asks | How many people, how much, how sure? | What does waiting cost us? |
| Best for | Choosing between product bets | Queues with deadlines and dependencies |
What to do
- Score in silence. Everyone scores alone, then reveal together.
- Discuss the gaps. A 3 and a 0.5 on Impact means two people know different things. Find out what.
- Make confidence honest. No evidence means 50%. That one rule deflates most pet projects.
- Override out loud. Leaders can still overrule the list, but in writing, with a reason.
- Re-score quarterly. Last quarter's 80% may be this quarter's 50%.
How you'll know it's working
- Real influence: scoring changed at least one decision last quarter.
- Transparency: every override is written down with a reason.
- Care check: the quietest person's scores get discussed, not just the loudest.
In the frameworks
In other industries
- Healthcare Choosing the practice's improvement projects when the senior partner already has a favourite.
- Accountancy Picking which service line to build when one partner's client is the loudest.
- Manufacturing Ranking improvement ideas from the shop floor against the plant manager's.
- Small business Three good ideas, time for one.
What to say
"That might be the right call. On the scores it's fifth, mostly because we're at 50% confidence on reach. If we override, let's write down why. Or we spend a week getting the evidence."
Try this week
At your next prioritisation meeting, have everyone write their scores down before anyone speaks.
Think about it
When did a score last change a decision in your team, rather than justify one?