Most opinions cost nothing.
They can be formed quickly.
They can be stated confidently.
They can be revised or abandoned without consequence.
In design and leadership environments, opinions often masquerade as decisions, especially early ones.
Someone says, “I think we can live with this.”
Someone else says, “This should be fine.”
The room nods. Momentum continues.
In the moment, it feels harmless. Even productive.
But that moment is deceptive.
An opinion becomes a decision the instant it commits other people’s time, energy, or future tradeoffs. The problem is that most organizations never mark that transition explicitly.