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The test is cost. A decision is reversible if undoing it costs little in time, money, or trust, and irreversible if undoing it costs a lot, or can't be done at all. Ask what reversing it would cost you tomorrow; how risky it feels today is a separate question.
For a leader, this shows up as the wrong process attached to the wrong decision. A reversible price test gets treated like a permanent commitment and drags on for weeks of debate; an irreversible hire gets waved through because it felt routine on the day.
Giving every call the slow treatment also leaves less deliberation for the calls that need it, which is the cost decision fatigue describes. Save the slow process for the door that doesn't open back up.
The practical tell is a decision that has been sitting for longer than it would take to just try it and see. If reversing it tomorrow would be cheap, the sitting is usually costing you more than the risk it protects against. Put a number on it: how much time, how much money, and whose trust it would take to undo.
In 2001, I was general manager of a chain of motorway service-area shops and wanted to raise the price of the Nokia charger that dominated our sales, which customers bought because they needed it there and then. Jim wasn't having it, so I rolled over: "Let's do some research and revisit the decision at the next meeting." A one-week price test would have given us the answer, but I spent a month trying to persuade him instead, and that delay cost us roughly £28,000. When he finally agreed, we sold the same number of chargers and revenue went up by 50%: the decision had been reversible the whole time, and we'd treated it as though it wasn't.