In conference rooms all across the country, executives are caught up in strategic conversations right out of a Eugene O’Neill play: What’s wrong? How bad is it? Who’s to blame? What’s to be done? People’s answers to these questions all too often clash, generating point-counterpoint debates that waste precious time and produce poor choices. Underlying all strategic choices are steering mechanisms that drive how those choices get framed, discussed, understood, and ultimately made. When strategic conversations go awry, you need to shift attention onto those mechanisms or risk making choices you’ll forever regret.