For thirty years I have been working on one question: why things stall despite all the preparation.

I came from engineering and studied business administration later, and it was that detour that led me to the question which stayed: why do organisations come to a halt when the strategy is right and the execution was set up properly?

It is not the strategy. It is not the execution either, although that is what gets claimed. It sits in between, on the way from the decision to the intended impact. In Decision Fog everyone reads the same situation differently, everyone drifts apart despite a shared intention, and nobody notices. That is where I start.