Read the six stages again. Notice that no one in this story made a dramatic, catastrophic decision. Everyone made small, defensible ones. That is precisely the point.
The department head chose output over intervention — a rational trade in isolation. HR logged what was in front of it. The employees who left chose the exit that cost them the least. Every actor behaved sensibly within their own Decision Point. The outcome was still inevitable.
This is what the Decision Point framework exists to expose: organizational failure is usually a relay race. No single runner drops the baton; the baton is simply never picked up.
The exit interview question that mattered was never asked.
— Lorenzo L. Sellers
The Interrupt moment is the one worth studying. A new set of eyes saw the pattern and named it. That is the cheapest the fix will ever be — one uncomfortable conversation, one documented pattern, one leader willing to trade a difficult month for a functional team. Everything after that moment costs more and repairs less.
Where was the Decision Point in your organization this year? It probably looked like a scheduling conflict, a deferred conversation, a transfer request nobody questioned.