The Power of X · The practice
A disciplined route from visible performance to a better-supported decision.
The Seven Moves slow down the rush from result to judgement. They help define what actually happened, establish what capability was available, compare conditions, locate the most plausible constraint, test one explanation and learn from the result.
The diagnostic discipline
Pause
One event does not become the whole story.
What actually happened in this defined event?
Separate observation from interpretation before a result becomes a verdict.
What is known independently of the explanation attached to it?
Define
The actual demand becomes clear.
What did this moment genuinely require?
Define the task, standard, timing and conditions precisely enough to examine them.
What would competent performance have looked like here?
Prove
Available capability is evidenced.
What capability was demonstrably available?
Look for equivalent evidence before assuming that capability is missing.
Where has the required capability already appeared under a comparable demand?
Compare
Differences between events become visible.
What changed between stronger and weaker performances?
Comparison turns a single result into a pattern that can be investigated.
Which person, task, timing or condition variables moved?
Locate
The likely constraint is located.
Where is expression most plausibly being compressed?
Form a best-supported explanation while keeping a credible rival explanation alive.
Is the constraint capability, access, conditions, demand fit or conduct?
Test
One explanation is tested.
What is the smallest ethical change that could test the diagnosis?
Change one meaningful variable before prescribing a larger intervention.
What result would support—or weaken—the current explanation?
Learn
Evidence confirms or challenges the diagnosis.
What changed, what held and what now needs revising?
Treat the response as evidence, not as proof that the original story was right.
What would cause the decision to change?
Pause. Define. Prove. Compare. Locate. Test. Learn.
The decision
Capability is genuinely missing. Develop what the defined demand requires.
Capability exists, but access or expression is constrained. Reduce the best-supported interference.
The task, role or system is badly configured. Change the conditions rather than blaming the person.
The standard is legitimate and capability and conditions are adequate, but preparation, effort or conduct remains unacceptable.
Review · the standing discipline
What evidence would cause the decision to change?