FICTIONAL WORKSHOP SOURCE
Development review
MT10 | internal | 2026-10-30 | S03

Coach: We agreed to practice making uncertainty visible before recommending a change. What happened in the last operating review?

Participant: I showed the base and downside demand assumptions. I still opened with my recommendation before explaining what would change my mind.

Coach: What did the team do with the two scenarios?

Participant: They asked about the customer-renewal assumption. I had treated a verbal indication as committed revenue. We corrected it during the meeting.

Coach: That correction is useful evidence of learning. It does not mean the behavior is now consistent across situations.

Participant: For the next review I will label signed, verbal, and speculative commitments before I make the recommendation.

Coach: What would let a colleague observe the change rather than just hear your intention?

Participant: They can review the opening slide and note whether I name the uncertain assumptions before the decision. We can compare two consecutive meetings.

Coach: Good. We will record observations, not a claim of improved business performance. Revenue can change for reasons unrelated to this exercise.

Participant: I also want feedback if I bury the uncertainty in a footnote. A technically present caveat is not enough if nobody notices it.

Coach: Next review November 13. The action is the two-meeting observation exercise; completion remains pending until we have the records.
