1. Occam's Razor
"The simplest explanation is usually correct."
Shipment delayed? Don't assume conspiracy. Check the basics first: weather, customs, wrong documentation.
AI model not working? Start with data quality, not complex architecture tweaks.
2. Hanlon's Razor
"Never attribute to malice what can be explained by incompetence."
Supplier missed a deadline? Probably poor planning, not sabotage. Junior team made an error? Lack of training, not bad intentions.
Effect: less conflict, more collaboration.
3. Hitchens' Razor
"What can be asserted without evidence can be dismissed without evidence."
Vendor claims: "Our AI will reduce your costs by 40%." You ask: "Show me the data." They can't? Move on.
Saves months of wasted pilots.
4. Feynman Razor
"If you can't explain it simply, you don't understand it."
Consultant drowns you in jargon? Ask: "Explain this like I'm 10." If they can't, they're faking expertise.
Also use it on yourself. Can you explain your strategy in three sentences?
5. Uphill Razor (Naval's Razor)
"Choose the harder path in the short term."
Option A: keep using Excel (comfortable). Option B: learn Python and AI automation (uncomfortable).
Five years later, Option B compounds into irreplaceable expertise.
6. Rooms Razor
"Enter rooms where you're the least knowledgeable person."
Before any meeting, ask: "Will I learn something new here?" If no — decline. If yes — block time before and after to capture insights.
The fastest way to level up: surround yourself with people smarter than you.
7. Luck Razor
"Choose paths that increase your exposure to positive unexpected events."
Post on LinkedIn. Share learnings publicly. Say yes to podcasts, panels, coffee chats. Result: more "luck" than people who stay invisible.
8. Optimist Razor
"Surround yourself with optimistic people."
Pessimists see problems. Optimists see possibilities.
Pessimist: "This shortage will kill us." Optimist: "What alternative suppliers can we test this week?"
Your energy is contagious. Choose who infects you wisely.
9. Arena Razor
"Choose action over criticism."
Before criticizing someone's work, ask: "Am I in the arena with them, or watching from the stands?"
Junior analyst presents a rough AI model. From the stands: "This is terrible." From the arena: "Let's improve it together. Here's what I'd try…"
People in the arena earn respect. Critics in the stands don't.
10. Young & Old Test
"Would both your 20-year-old and 80-year-old self approve?"
When making big decisions, ask two questions:
Old self: Does this align with my long-term values and integrity?
Young self: Is this exciting? Will I regret playing it too safe?
Taking a risky AI transformation role? Old self: "Will you be proud you took this challenge?" Young self: "Will you regret NOT doing this?" Both say yes — that's your answer.
Reality check
Most leaders waste mental energy on questions that have existing frameworks to solve them instantly.
Decision razors are shortcuts. They don't replace deep thinking — they preserve your bandwidth for when deep thinking actually matters.
Which razor resonates most with you? Or share one you use that I missed.