Making good decisions is harder when the situation is uncertain, the evidence is incomplete and several explanations seem plausible. The danger for leaders is often not a lack of information, but settling too quickly on one interpretation of what is happening. Drawing on Dave Snowden’s work on trialectics, this article explores nine perspectives that can help leaders examine what they notice, where their knowledge comes from and how they reason about uncertainty. It then turns those ideas into practical questions for challenging your own thinking, making sense of situations with others and deciding when to apply what you know, look for patterns or act in order to learn. The aim is not to remove uncertainty, but to see more, assume less and make better decisions within it.