S14. Anticipate Unintended Consequences – Coach and Practice
This behaviour develops a leader’s ability to think ahead, spotting risks and ripple effects before they occur.
Behaviour focus
Supporting leaders to plan decisions carefully, considering the wider impact on people, systems, and culture.
Purpose
To make better-informed decisions by anticipating how actions might create secondary effects.
| Action Steps | Key Questions | Practice |
| Map possible ripple effects. | Who or what might this decision affect beyond the immediate issue? | Ask the leader to complete a quick ripple map before finalising a key decision. |
| Test ideas with others. | Who could provide a useful outside perspective before implementation? | Practise a conversation seeking feedback on a proposed change, practising open listening. |
| Build pause into decision-making. | How can you create space to think before acting? | Rehearse using a “decision pause” protocol: clarify intent, assess impact, then decide. |
| Review past outcomes. | When have decisions produced unexpected results, and what did you learn? | Ask the leader to analyse one past decision for its unintended effects and present lessons learned to their team. |