Great teams who've internalised this don't experience mid-delivery "why" questions as disruption. They experience the absence of them as the real risk. Going backwards is recoverable but arriving confidently at the wrong destination, after months of aligned, motivated, well-managed effort, is a much harder thing to explain.
This is a great framing. The real productivity killer isn’t lack of velocity, it’s unexamined momentum toward the wrong outcome. The idea that “Why doesn’t have a closing time” resonates a lot: strong teams treat mid-delivery "Why" questions as a safety mechanism, not a threat to progress.
Great teams who've internalised this don't experience mid-delivery "why" questions as disruption. They experience the absence of them as the real risk. Going backwards is recoverable but arriving confidently at the wrong destination, after months of aligned, motivated, well-managed effort, is a much harder thing to explain.
Well said Gary!
This is a great framing. The real productivity killer isn’t lack of velocity, it’s unexamined momentum toward the wrong outcome. The idea that “Why doesn’t have a closing time” resonates a lot: strong teams treat mid-delivery "Why" questions as a safety mechanism, not a threat to progress.
Thanks for sharing your views. There is absolutely no time when you should stop asking Why.