MASTER Risk Model - Learning Resources - Situation

Operations

Identify one routine task that could be automated or streamlined this week—save time for higher-value work.

Check your daily routine—what’s one unnecessary step you can drop to work more efficiently?

Revisit one checklist you use—update or shorten anything outdated or overcomplicated.

Ask a teammate: “What’s one work task that slows you down more than it should?”

Time one routine activity (like reporting)—can you finish faster with a template or tool?

Review your task backlog—archive or delete anything older than 30 days.

Write about when your workflow felt smooth and effortless—what made that possible?

Write about an area where you keep reinventing the wheel—what system or tool is missing?

Journal about a missed deadline—what operational gap contributed most?

Write about one process that has become bloated—are you adding value or just steps?

Write about how consistent your approach to recurring work is—do others know what to expect?

Write about when you feel most “in flow” at work—and when friction peaks.

Map your weekly activities—group them by category and highlight where most time gets drained.

Choose one repeat task and document it step-by-step—share it with a peer for clarity.

Block one hour to build or improve a template you often work around manually.

Ask teammates to nominate the most inefficient process—and lead a redesign sprint.

Pilot a recurring check-in focused solely on operations—what’s working, what’s breaking?

Conduct a personal task audit—highlight low-impact items to batch, drop, or streamline.

Ask a teammate: “What’s one part of my workflow that could be faster or clearer?”

Ask a peer to walk through your process—where do they hesitate or get confused?

Share a recent workflow with a peer and ask, “Where would you simplify if this were yours?”

Run a quick poll: “Which system or process wastes the most time right now?”

Invite a junior colleague to shadow your admin work—what fresh perspective do they notice?

Ask cross-functional colleagues where your team creates bottlenecks unintentionally.

Reframe “I’m just getting it done” to “I’m building a repeatable process for reliable speed.”

Instead of saying “That’s just the process,” ask “What’s the real purpose of this step?”

Reframe operations not as background work but as the hidden engine that drives results.

Shift from “It works for me” to “Does it also work for those who depend on it?”

View chaos not as personal failure, but as a signal for process redesign or support.

Replace “just fix it later” with “how do we prevent this from happening again?”

Track how many times you answer the same process question—what should be documented?

Watch how long it takes coworkers to find shared files—does the system support access?

Observe where tasks stall most often—handoffs, approvals, or unclear next steps?

Monitor whether systems are used as intended or worked around—what causes gaps?

Track repeated last-minute scrambles—are they due to planning gaps or tool issues?

Pay attention to repeated mistakes—are they caused by unclear steps or poor templates?

Decision-making

Identify one small decision you’ve delayed—note the risk of waiting, then act on it today.

Use a simple “Yes / No / Not now” filter to triage your pending to-dos.

Revisit a recent small decision—was it made with clarity or by default? What would you do differently?

Write out three criteria that define a “good decision” in your role.

Ask a peer to sanity-check one decision you’re overthinking—get quick input.

Block 15 minutes to review a past mistake—what choice could have shifted the outcome?

Recall a time you made a quick call that worked—what internal cues did you trust?

Recall a time you overanalyzed something minor—why did it feel important then?

Write about which decisions come easily to you—and which create friction or doubt.

Reflect on whether you’re more comfortable with reversible or irreversible choices—and why.

Reflect on how often you decide based on others’ expectations versus your own reasoning.

Recall when you last changed your mind with new information—how did it feel?

Keep a decision log for one week—write down key choices, reasoning, and eventual outcomes.

Before your next major decision, write at least three options, not just a yes/no choice.

Run a pre-mortem with a colleague—what could go wrong with your current project plan?

Ask two peers for opposite perspectives on one decision—see what you learn from the tension.

Lead a group through a structured decision matrix—compare criteria, weights, and risks.

Force one decision today that’s been stuck for over a week—commit to a direction.

Ask your manager: “What’s one decision you think I handled well this month, and why?”

Review a past team decision together—what worked, and what would we change?

Present a tough decision you’re facing to a peer outside your role—what do they notice?

Ask a peer for feedback: “Did I explain the tradeoffs clearly when I presented options?”

Ask your team: “Where do we get stuck in decision cycles—and what’s really behind it?”

Share a recent choice in a team retro—what helped or hindered alignment?

Reframe “I don’t want to decide yet” to “What would help me feel 60% confident to act now?”

Change “I might be wrong” to “Let’s test and learn fast.”

Recast mistakes not as bad choices, but as experiments with useful feedback loops.

Shift from “What’s safest?” to “What’s most aligned with our shared goals?”

Instead of “I need certainty,” ask “What’s the minimum clarity I need to proceed?”

Reframe decisions not as outcomes, but as bets—what are you willing to risk or learn?

Notice when decisions stall in your team—what patterns or fears tend to surface?

Track how long it takes to close loop on tasks—are decisions truly finalized?

Watch how others frame their decisions—what filters or methods do they use?

Listen to your self-talk before deciding—are you seeking safety or progress?

Observe how often emotional triggers drive choices more than facts—where does it show up?

Monitor how priorities shift mid-project—were changes reactive or intentional?

Structure

Sketch a quick chart of your team—are reporting lines and responsibilities crystal clear?

Identify one responsibility where ownership is unclear—clarify who owns it today.

Review how your goals are tracked—do they align with how accountability really works?

Update one task list or role description to reflect what you actually do now.

Check whether everyone knows who they report to—ask one clear question to confirm.

Write one sentence defining the purpose of your role—does it match your daily work?

Journal about when clear structure helped your team thrive—what made it effective?

Journal about when unclear roles caused friction—what could have prevented it?

Reflect on how your team’s structure supports or hinders collaboration.

Journal about when you felt underutilized—was it due to unclear roles or authority?

Journal about parts of your role that are “assumed” but not defined—how does that affect you?

Reflect on when your company shifted structure—how did it affect your role?

Clarify who owns each of your top five projects—note names and responsibilities.

Map the escalation path for one project—who steps in when issues arise?

Facilitate a mini-workshop: “What’s working or not in our team structure?”

Draft a RACI map for one project—who’s Responsible, Accountable, Consulted, and Informed?

Spot a task floating between roles—assign a clear owner and support them to succeed.

Review your calendar and to-dos—do they match your actual role, or cover hidden gaps?

Ask a peer: “What part of my role do you rely on most? Is that always clear?”

Ask a teammate: “Which of my responsibilities feel ambiguous or overlap with yours?”

Present your team’s structure to a colleague—ask: “Where might confusion or friction arise?”

Ask a new teammate to explain your reporting lines—see if they get it right.

Gather feedback on how well accountability flows in the team—what needs to shift?

Share your role scope with your manager—ask if it matches their expectations.

Reframe “roles are fixed” to “roles evolve to meet new needs—what should shift right now?”

Shift from “we need more staff” to “can we redistribute or clarify responsibilities first?”

View unclear structure not as dysfunction but as a prompt to co-design better roles.

Recast hierarchy as a tool for support—not control—what changes in how you work?

Instead of “I lack authority,” ask “What part can I own fully and visibly?”

Reframe org charts as maps of influence and accountability, not just reporting lines.

Watch where tasks get dropped—what’s not clearly owned or communicated?

Observe team meetings—who dominates, who defers, and what does that reveal about clarity?

Track how often choices bounce between people—would clearer roles prevent this?

Notice recurring confusion—are roles overlapping, or is ownership missing?

Pay attention to how new hires are onboarded—does it match the intended structure?

Monitor how often people work beyond scope—does it show agility or role gaps?

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