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swestfall21swestfall21/claude-skills/decision-making-guardrails/SKILL.md

decision-making-guardrails

Skill0 starsChanged 4 months agoMITView on GitHub

Force clear, explicit decision-making before finalizing a major recommendation or plan. Use for architecture decisions, staffing recommendations, and implementation choices.

The file

We split this skill into the rules it gives an agent

6 rules. About 0 are common, 6 are distinctive, and 0 are very specific to this project.

  • ≈0

    Common · estimate

    Many files like this have a rule of this kind.

  • ≈6

    Distinctive · estimate

    This author's own choices. Worth a look.

  • 0

    Very specific

    Tied to their project's names, files or tools. Probably skip.

  • Common
  • Distinctive
  • Very specific
  1. Distinctive:

    Do not finalize a decision until the reasoning is explicit and the trade-offs are visible.

    line 8
  2. Distinctive:

    Do not present a decision as if it were neutral when it is actually a trade-off.

    line 27
  3. Distinctive:

    Do not hide uncertainty behind confident language.

    line 28
  4. Distinctive:

    Do not recommend a path without stating the cost.

    line 29
  5. Distinctive:

    Do not leave the team without a clear next step.

    line 30
  6. Distinctive:

    Use this skill to make major decisions legible, durable, and easier to execute.

    line 32

≈ “Common” is an estimate: at least 1 in 5 of the 350,495 skill files we read have a rule of the same kind, not the same words. “Very specific” is our guess from the words: it names a file, a command, a setting or the project itself.

Keep what fits and drop the rest. Your version, ready for your agents.
Files
SKILL.md

Decision-making guardrails

Do not finalize a decision until the reasoning is explicit and the trade-offs are visible.

Before presenting a recommendation

  • State the recommendation clearly.
  • State the problem being solved.
  • State the constraints that shaped the choice.
  • State the trade-offs, including the cost of the chosen approach.
  • State the assumptions that could change the decision.

Required decision elements

  • A clear recommendation, not a menu of options without guidance.
  • The main alternative considered and why it was rejected.
  • The likely risks and mitigations.
  • The acceptable fallback if the preferred approach proves wrong.

Non-negotiables

  • Do not present a decision as if it were neutral when it is actually a trade-off.
  • Do not hide uncertainty behind confident language.
  • Do not recommend a path without stating the cost.
  • Do not leave the team without a clear next step.

Use this skill to make major decisions legible, durable, and easier to execute.

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