01. Check the fact. Question the fear.
A solid dot marks the known fact: a project was cancelled. A dashed circle marks the inference that the team may be next. An arrow leads to a question about funding.
One event isn’t the whole story.
Source: https://blog.rvnd.me/leadership/navigating-ambiguity-when-the-decisions-arent-yours#section-1

02. Give AI a task you can check.
A familiar task moves through an AI draft and a human check, then a return loop invites a decision to keep, change or stop the experiment.
Count the time spent correcting.
Source: https://blog.rvnd.me/leadership/navigating-ambiguity-when-the-decisions-arent-yours#section-2

03. Smaller team. Smaller promises.
A stack of work is divided between three trays: Continue, Wait and Stop. The illustration represents decisions about commitments, not quantities or measured capacity.
Agree priorities with your manager.
Source: https://blog.rvnd.me/leadership/navigating-ambiguity-when-the-decisions-arent-yours#section-3

04. Give Plan B a place.
An open weekly calendar has one outlined block set aside for exploring options, connecting with people and trying another kind of work.
Increase the effort if support for your role fades.
Source: https://blog.rvnd.me/leadership/navigating-ambiguity-when-the-decisions-arent-yours#section-4

05. Make your work easy to retell.
A continuous line connects four points in a contribution story: problem, contribution, result and who helped. The last point makes room for colleagues’ credit.
Share an example people can use.
Source: https://blog.rvnd.me/leadership/navigating-ambiguity-when-the-decisions-arent-yours#section-5

06. Ask a mentor one useful question.
Two overlapping speech shapes show a specific request for help choosing a small project. A loop labelled Try it and Come back connects advice to a later update.
Bring the result, including what failed.
Source: https://blog.rvnd.me/leadership/navigating-ambiguity-when-the-decisions-arent-yours#mentors
