Friction
Where does the current process make good decisions harder than they need to be?
The FAIR framework, when things feel a little too hand-wavy.
I use this when a rewards decision sounds polished but does not quite hold up. It is a simple way to pressure-test fairness without pretending every answer lives in a spreadsheet.
Alignment
Do the philosophy, the process, and the outcome actually line up, or are they just politely acquainted?
Impact
What changed for employees, managers, or the business because this choice was made?
Return
Can the decision survive both a people meeting and a finance meeting without getting evasive?