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Frame: Plans Made of Other People's Decisions

The plan that decided nothing

Two opposite failures

Why it starts here and ends here

Model: The Control Domain and Its Edges

What the control domain names

How far control actually reaches

Three levers and the proposition they produce

Practice: Turning a Slogan Into Decisions

The four questions that make a translation

Three columns for a plan

Worked Example: a community cinema that wants to be a venue

Practice: the control audit

Judgment: The Line Nobody Draws Neutrally

Every clause in the right column

Check: checked, or just believed

Three misplacements and what they spare you

Check: the fact in the margin

What control was never going to settle

Check: two directions, one error

Check: proposed, not authorised

Check: may, not should

This module explains the control domain of the Strategy Script — why activities and assets are the only two elements a management team truly decides, how far that control actually reaches once regulation, contracts, labour, technology, financing and time are counted, and how to convert a vague strategic sentence into concrete moves a committee could vote on.

The control domain — why activities and assets are different in kind from the other five elements, how far "control" actually reaches once regulation, contracts, labour, technology, financing and time are counted, and how to turn a strategic sentence into moves a committee could vote on. The companion to C18a-10: that mini-course builds the two lists, this one asks what they are for and which clauses of a plan they entitle anybody to decide.

The Things You Actually Control

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