A parallel diagnostic to Barham's own Four Ambiguities Framework (Problem, Solution, Priority, Organizational), attributed to a colleague named Randy: most problems in a scaling company reduce to one of four things being broken — the right priority, the right people, the right processes — underscored by shared perception of all three across the organization. That fourth element, shared perception, is what turns an individually-correct priority/people/process call into something the org actually acts on; without it, leadership can believe a decision is settled while most of the company hasn't absorbed it. Used as a checklist when diagnosing why a scaleup is stuck: which of the four Ps is actually broken, and is misalignment on perception masking a decision that was otherwise right?