This looks like a point where a real initiative is beginning to take shape — but key assumptions are still untested.

You’re likely beyond general exploration, yet not fully committed to a specific direction. There may already be momentum, early preferences, or working hypotheses — but also a sense that things would benefit from challenge before options narrow too far.

At this point, differences in language or perspective that felt manageable earlier often start to matter more.

Teams here often move forward with more certainty than is warranted.

Common patterns include:

• treating early hypotheses as settled decisions,
• relying on a narrow set of perspectives,
• or assuming alignment where assumptions actually differ across teams.

Because progress feels real at this point, these gaps often go unchallenged — until they surface later as resistance, rework, or loss of confidence.

What’s most valuable here is constructive challenge, not validation.

Leaders in similar situations typically benefit from:

• exposing assumptions to informed peer perspectives,
• hearing how others approached comparable decisions — including what they would do differently,
• identifying blind spots before options harden,
• and separating what’s known from what’s still assumed.

This is less about answers, and more about improving the quality of the decision that’s forming.

If you’re returning, or already clear on what you want to engage with, you can jump straight there:

• View upcoming online sessions
• See forthcoming in-person meetings

Use BestPractice.Club in the way that best supports your current decision.