Dec 01, 2021 | by Budi Tanrim
Most of the time, I try to do deep thinking and make careful decision.
Sometimes, however, I need to abandon my original plan and fight the fire.
Take our design system team as an example. There is no designer in our design system team—we’re still hiring for the right person. Naturally, for the design system, I make quick decisions based on principles and what I believe best at the time.
For example, when a designer contributes to the design system, I work through my way to steward them during the process. If my gut tells me we need to make a new Figma file every time a designer contributes, I share my gut feeling and ask for input. If no one objects, I’ll make the decision.
Were my decisions bad? I guess there were some bad decisions. But I had to do it. Otherwise, I’d suffer from decision fatigue.
Firefight is not sustainable. But when the team is still growing, it’s often necessary.
This is relevant with level 1 and level 2 decisions.