Check whether a score is still a useful proxy for the real goal and whether the comparison is being interpreted consistently.
Open situation →Reasoning Practice · Advanced
A good KPI excuses a weak process
A support team meets its response-time KPI by closing tickets early and reopening them later. Leaders call the process successful because the dashboard is green.
Your decision
What should be reviewed separately?
Show the best first move
A. The measured score, the underlying customer outcome and the process used to produce the score.
Why this move helps
A favourable measured outcome can hide a poor decision process and a weak real-world outcome. A decision record preserves why the KPI was chosen and what it was meant to represent.
Evidence still missing
- Customer resolution and repeat-contact outcomes.
- How ticket handling affects the metric.
- The original purpose and known limits of the KPI.
Evidence note
Outcome bias is a useful lens for treating a green result as proof of process quality. Metric design and incentives are also structural causes that require direct analysis.
Next action
Review the KPI, underlying outcome and process as three separate evidence columns.
Best first lens
Outcome Bias
Use the lens to ask a better question. It does not prove that a person or team has a cognitive bias.
Other defensible lenses
The situation may have more than one explanation.
Continue the path
Situation → skill → technique → action.
You can separate a persuasive claim from the evidence that should change your mind.
Build this skill →Preserve what was known, expected and uncertain before the outcome changes memory.
Run the technique →