3. Decision making
We make significant improvements in Values Survey
results, but there is still work to do.
We are behind overall, and behind where we want to
be
The Leadership Team has been working to improve
their decision making, and we are asking teams to do
deep dives to see where they can improve their
decision making
Is this your company?
RAPID, a tool that can be used to improve the process
of everyday decision making.
4. > RAPID (“Recommend, Agree, Perform, Input, Decide”) is a
practical tool for defining decision roles and accountabilities.
> It has already been tried and tested in several areas of many
businesses
> RAPID focuses attention on WHO should be involved & in what
capacity for all decision making..
> It creates a new common language/set of terminology for
defining critical roles within a decision process.
> Adopters like the tool because it is intuitive, simple, and
designed explicitly for decisions.
The RAPID tool will help
5. Learning Objectives
Create common understanding of RAPID, why it is important and
how it works.
Practice application of RAPID to key decisions.
Understand & agree what behaviours are needed to drive better
decisions making
Desired Outcome
An understanding of how to improve decision making using RAPID
A commitment that you will actively work to improve the
effectiveness of our decision making in GDBS
Agreement on how we will follow-up & keep our commitments
Learning objectives for this session
6. Below is a HYPOTHETICAL scenario which I would like you to discuss as a
team at your table. You have 8 minutes to reach a decision. Please be prepared to
share your thinking with the group.
The Values survey results are in and it seems the hot topic in the office Dress
Code. Should we change and allow jeans or keep it as it is?
•Exactly 50% of staff feel that if we are to be more creative and freed from
bureaucracy we should be able to demonstrate our personality in our dress,
even if it is jeans
•Exactly 50% of staff feel that as part of maintaining professionalism and
supporting the code of business conduct we should keep the dress code as it
is.
A decision needs to be made. Who should make that decision?
Group decision case study
8. WHAT?
• Define the decision we
are trying to make.
• Frame the decision in an
appropriate way.
• Split decision into sub-
decisions if required.
WHO?
• Clarify up front who
will play what role in
each decision. Eg.
Decision maker,
recommender….
WHEN?
• Clarify timeline for
decision & execution of
key milestones.
• Create a decision
calendar for ongoing
interconnected
decisions.
HOW?
• Install structured
decision approach.
• Design & specify:
• Interactions
• Critical meetings
• Closure
• Feedback
RAPID
FOCUSE
S ON
THE
“WHO”
It focuses on one key area in the decision making process
9. RAPID’s application vis-à-vis other tools
> One-stop solution over other
tools like RASCI, GATE
PROCESS etc.
> Intended to map processes like
RASCI
> Is not a project management
framework; Only supports
effective decision making &
execution
WHAT RAPID ISN’T…WHAT RAPID IS…
> Framework to agree decision-
making roles for ongoing critical
decisions in your area
> Tool to facilitate fast decision
making for new Ad-hoc decisions
> Tool to engage stakeholders on
roles and responsibilities for all
key decisions on a project
Rapid is ‘fit for purpose’ tool for facilitating fast decision-making From
“DECISION TO EXECUTION”
How RAPID fits with other tools
10. The roles in more detail
DecideInput Agree
Perform
Recommend
11. • There is only one R, who should be the person who does
80% of the work to develop the recommendation
• R has broad visibility and access to information for relevant
inputs and leads the process to develop a recommendation,
factoring in all relevant input
• R has credibility with both I’s and D
/ / RRecommendDecideInput Agree
Perform
Recommend
Recommend
12. • Usually, there are multiple I’s
• This role is assigned to those who hold knowledge, experience or access to resources
that are so important for a good decision to be made, that it would be irresponsible
for the decision maker not to seek their input…
• … or those who are so profoundly impacted by the decision (e.g. must Perform or
use its output) that it would be advisable to seek their input
• Keep the number of I’s low – often, more people will WANT to be involved than are
NEEDED to be involved
• I MUST be consulted but MAY be ignored
/ / IDecideInput Agree
Perform
Recommend
Input
Input
13. • A’s should be assigned sparingly
• A is usually only for extraordinary circumstances relating to regulatory or legal
issues
• Having an A implies VETO power (on the recommendation only, not the
decision – also cannot disagree afterwards)
• Where A exists, they must be consulted, should not be ignored
• If A and R cannot agree on the recommendation, then D breaks the deadlock
/ / ADecideInput Agree
Perform
Recommend
Agree
Agree
14. • There is only one D
• D makes the final decision and commits the organisation to action
• Locate the D at the level of the organisation where you would expect the decision to
be made…
• …but recognise that the line can always intervene (note: there is a single line of
“command and control” for any decision – people can have two bosses, decisions
cannot)
• If D belongs to a group, clarify how it gets exercised (e.g. majority vote?)
D/ /DecideInput Agree
Perform
Recommend
Decide
Decide
15. / / P
• There may be multiple P’s
• P’s are accountable for performing or executing the decision, once it has been
made
• P’s are often also considered as I’s, in order to engage early, identify change
resistance or potential implementation issues or to enable advance planning
DecideInput Agree
Perform
Recommend
Perform
Perform
16. DecideInput Agree
Perform
Recommend
RAPID applied to earlier HYPOTHETICAL exercise
HR
Head of site or LT
of business function
at that site
Health & Safety for
site
Managers at site
Staff Association/
Works Council
CR (Employee
comms)
Line Managers
(enforcement)
I and P might differ
depending on the
catalyst for the decision
Note: RAPIDs should
reflect what will work in
90% of decisions –
designed for the norm, not
the exception
17. RAPID process flow overview
DecideInput Agree
Perform
Recommend
Need for a critical
decision
identified
R determines D
and then R & D
meet to identify
other
stakeholders &
assign roles
R confirms with
stakeholders &
aligns on their
RAPID role and
expectations
D makes the
decision and
commits the
organisation to
action
R seeks input
from I’s and
discusses initial
recommendation
with A
R makes
recommendation
to D
The decision is
communicated to
the P’s for
execution
Note: Depending on the
decisions within your team,
you may be required to fill
any of the RAPID roles, so you
need to ensure that you
understand them all
18. Ready to have a go yourself?
In your group, discuss examples
of decisions that you are
currently involved in.
Pick 1-2 decisions and prepare a
RAPID assessment for each
using the template handouts.
Be ready to share your thinking.
15 minutes
DecideInput Agree
Perform
Recommend
19. Formally agree a
recommendation
–Must be consulted, should
not be ignored
–USED Sparingly
–implies VETO Power
Be accountable for performing a
decision once made
- May have multiple ‘P’s
Provide input to a
recommendation
–Must be consulted,
may be ignored
Recommend a decision
or action (Only 1 ‘R’)
Decide
Input Agree
Perform
Recommend
Make the final decision
“commit the organization to
action”
- ONLY 1 ‘D’
Visual for exercise feedback debrief
20. In your teams, and based on your
own experience, brainstorm what
you think are:-
−The negative bahaviours we
need to move away from
+The Positive behaviours that
would support the
implementation of RAPID
Behaviours – flip chart exercise
21. > Be clear about the decision to be made and what you
expect to be performed
> Seek the best overall answer for the business,
putting aside issues of personality or territory
> Use facts first, judgment second
> Welcome open and constructive debate
> Respect the process and perform your role
> Support decisions once made, regardless of personal
viewpoint
> Provide context and communicate any decision
made to those that need to execute (perform)
> Be disciplined in your approach to decisions
R
A
P
I
D
Some positive behaviours
22. Meeting checklist example
1. What decision are we discussing in this meeting today?
Are we clear on the decision roles (RAPID) relating to this decision?
Who has the D?
Which of the decision roles do we have in this meeting?
2. What is the specific purpose of this meeting?
Are we giving early stage input?
Are we reviewing a work-in-process recommendation to give more
input?
Are we reviewing a recommendation in order to make a decision?
Are we informing the group about a decision that has been taken?
Are we planning how to execute a decision that has been made?
3. If we are making a decision today, how will we communicate that the decision
has been made…and to whom?
Discipline helps make RAPID more effective
23. • To really have an impact on decision making effectiveness, we need
commitment from everyone to use this across all company decisions.
• Companies should commit to:-
1. Continuing your education on RAPID, including making time to
review the further reading & brief yourself on the RAPID matrix
for the top 40 decisions
2. Applying the RAPID tool for the decisions you are making
3. Keeping RAPID and effective decision making high on your
team’s agenda
Next steps
Editor's Notes
Introduce the model – we will have a session to go into greater detail next and fully explain the process and the roles
It is an acronym not a sequence….
Recommend: the person in the recommend role leads the process. He ir she is responsible for obtaining and evaluating the relevant facts and other inputs and then proposing alternative course of action. The recommender, naturally has to have strong credibility both with the decision maker, so that the recommended alternatives carry weight, and with the people responsible for input, so that they feel their contributution will be appropriately evaluated and considered. The recommender typically does most of the work in preparing for any decision.
Input: People with the input responsibilities provide the relevant facts that are the basis of any good decision. They also offer their own judgements, based on their experience. How practical are the proposals? Are they financially feasible? If there are contrasting views, the recommender needs to bring the dissenters to the table at the right time. The recommender does not have to act on the input he or she receives but is expected to take it into consideration – especially because those that input are most likely the ones that will need to implement the ultimate decision.
Agree: People who must agree to a recommendation are those who must sign off on it before it can move forward – executives with legal or regulatory compliance responsibilities, for instance. If they are not satisfied, they must help the recommender come up with better alternatives or escalate the issue to a higher level. The agreed role therefore holds veto power over the recommender. The recommender cannot take the proposal to the decision maker if the people who need to agree are questioning it.
Decide: The decision maker needs good information, good business judgement, a grasp of the relevant trade offs, and a keen awareness of the organization that will execute the decision. Giving the D to one individual ensures single point accountability. If the decision rests with a committee, the committee should know exactly who in the group is expected to make the decision. For example the choice could be made by the chair or the senior member, by a majority vote or by the group as a whole through consensus.
Perform: The final role in the process involves the individual or group who will perform, or execute the decision. It’s this party’s job to implement the decision promptly and effectively. This is a crucial role to assign so that there is smooth transition from decision to action. It’s also an essential role in the whole decision sequence since a good decision executed quickly often beats a brilliant decision executed poorly or slowly. People with the perform role may be valuable in the input role as well to ensure that decisions are made with execution in mind.
RASCI – Responsible, Accountable, Support, Consult and Inform
RASCI is used to map out processes and assign various roles at each stage of the process, (not necessarily to take decisions).
GATE process may only define the governance and project management framework, along with the decision-making milestones but may not define key roles to facilitate fast effective efficient decision-making.
Introduce the model – we will have a session to go into greater detail next and fully explain the process and the roles
It is an acronym not a sequence….
Recommend: the person in the recommend role leads the process. He ir she is responsible for obtaining and evaluating the relevant facts and other inputs and then proposing alternative course of action. The recommender, naturally has to have strong credibility both with the decision maker, so that the recommended alternatives carry weight, and with the people responsible for input, so that they feel their contributution will be appropriately evaluated and considered. The recommender typically does most of the work in preparing for any decision.
Input: People with the input responsibilities provide the relevant facts that are the basis of any good decision. They also offer their own judgements, based on their experience. How practical are the proposals? Are they financially feasible? If there are contrasting views, the recommender needs to bring the dissenters to the table at the right time. The recommender does not have to act on the input he or she receives but is expected to take it into consideration – especially because those that input are most likely the ones that will need to implement the ultimate decision.
Agree: People who must agree to a recommendation are those who must sign off on it before it can move forward – executives with legal or regulatory compliance responsibilities, for instance. If they are not satisfied, they must help the recommender come up with better alternatives or escalate the issue to a higher level. The agreed role therefore holds veto power over the recommender. The recommender cannot take the proposal to the decision maker if the people who need to agree are questioning it.
Decide: The decision maker needs good information, good business judgement, a grasp of the relevant trade offs, and a keen awareness of the organization that will execute the decision. Giving the D to one individual ensures single point accountability. If the decision rests with a committee, the committee should know exactly who in the group is expected to make the decision. For example the choice could be made by the chair or the senior member, by a majority vote or by the group as a whole through consensus.
Perform: The final role in the process involves the individual or group who will perform, or execute the decision. It’s this party’s job to implement the decision promptly and effectively. This is a crucial role to assign so that there is smooth transition from decision to action. It’s also an essential role in the whole decision sequence since a good decision executed quickly often beats a brilliant decision executed poorly or slowly. People with the perform role may be valuable in the input role as well to ensure that decisions are made with execution in mind.
Introduce the model – we will have a session to go into greater detail next and fully explain the process and the roles
It is an acronym not a sequence….
Recommend: the person in the recommend role leads the process. He ir she is responsible for obtaining and evaluating the relevant facts and other inputs and then proposing alternative course of action. The recommender, naturally has to have strong credibility both with the decision maker, so that the recommended alternatives carry weight, and with the people responsible for input, so that they feel their contributution will be appropriately evaluated and considered. The recommender typically does most of the work in preparing for any decision.
Input: People with the input responsibilities provide the relevant facts that are the basis of any good decision. They also offer their own judgements, based on their experience. How practical are the proposals? Are they financially feasible? If there are contrasting views, the recommender needs to bring the dissenters to the table at the right time. The recommender does not have to act on the input he or she receives but is expected to take it into consideration – especially because those that input are most likely the ones that will need to implement the ultimate decision.
Agree: People who must agree to a recommendation are those who must sign off on it before it can move forward – executives with legal or regulatory compliance responsibilities, for instance. If they are not satisfied, they must help the recommender come up with better alternatives or escalate the issue to a higher level. The agreed role therefore holds veto power over the recommender. The recommender cannot take the proposal to the decision maker if the people who need to agree are questioning it.
Decide: The decision maker needs good information, good business judgement, a grasp of the relevant trade offs, and a keen awareness of the organization that will execute the decision. Giving the D to one individual ensures single point accountability. If the decision rests with a committee, the committee should know exactly who in the group is expected to make the decision. For example the choice could be made by the chair or the senior member, by a majority vote or by the group as a whole through consensus.
Perform: The final role in the process involves the individual or group who will perform, or execute the decision. It’s this party’s job to implement the decision promptly and effectively. This is a crucial role to assign so that there is smooth transition from decision to action. It’s also an essential role in the whole decision sequence since a good decision executed quickly often beats a brilliant decision executed poorly or slowly. People with the perform role may be valuable in the input role as well to ensure that decisions are made with execution in mind.
Introduce the model – we will have a session to go into greater detail next and fully explain the process and the roles
It is an acronym not a sequence….
Recommend: the person in the recommend role leads the process. He ir she is responsible for obtaining and evaluating the relevant facts and other inputs and then proposing alternative course of action. The recommender, naturally has to have strong credibility both with the decision maker, so that the recommended alternatives carry weight, and with the people responsible for input, so that they feel their contributution will be appropriately evaluated and considered. The recommender typically does most of the work in preparing for any decision.
Input: People with the input responsibilities provide the relevant facts that are the basis of any good decision. They also offer their own judgements, based on their experience. How practical are the proposals? Are they financially feasible? If there are contrasting views, the recommender needs to bring the dissenters to the table at the right time. The recommender does not have to act on the input he or she receives but is expected to take it into consideration – especially because those that input are most likely the ones that will need to implement the ultimate decision.
Agree: People who must agree to a recommendation are those who must sign off on it before it can move forward – executives with legal or regulatory compliance responsibilities, for instance. If they are not satisfied, they must help the recommender come up with better alternatives or escalate the issue to a higher level. The agreed role therefore holds veto power over the recommender. The recommender cannot take the proposal to the decision maker if the people who need to agree are questioning it.
Decide: The decision maker needs good information, good business judgement, a grasp of the relevant trade offs, and a keen awareness of the organization that will execute the decision. Giving the D to one individual ensures single point accountability. If the decision rests with a committee, the committee should know exactly who in the group is expected to make the decision. For example the choice could be made by the chair or the senior member, by a majority vote or by the group as a whole through consensus.
Perform: The final role in the process involves the individual or group who will perform, or execute the decision. It’s this party’s job to implement the decision promptly and effectively. This is a crucial role to assign so that there is smooth transition from decision to action. It’s also an essential role in the whole decision sequence since a good decision executed quickly often beats a brilliant decision executed poorly or slowly. People with the perform role may be valuable in the input role as well to ensure that decisions are made with execution in mind.
Introduce the model – we will have a session to go into greater detail next and fully explain the process and the roles
It is an acronym not a sequence….
Recommend: the person in the recommend role leads the process. He ir she is responsible for obtaining and evaluating the relevant facts and other inputs and then proposing alternative course of action. The recommender, naturally has to have strong credibility both with the decision maker, so that the recommended alternatives carry weight, and with the people responsible for input, so that they feel their contributution will be appropriately evaluated and considered. The recommender typically does most of the work in preparing for any decision.
Input: People with the input responsibilities provide the relevant facts that are the basis of any good decision. They also offer their own judgements, based on their experience. How practical are the proposals? Are they financially feasible? If there are contrasting views, the recommender needs to bring the dissenters to the table at the right time. The recommender does not have to act on the input he or she receives but is expected to take it into consideration – especially because those that input are most likely the ones that will need to implement the ultimate decision.
Agree: People who must agree to a recommendation are those who must sign off on it before it can move forward – executives with legal or regulatory compliance responsibilities, for instance. If they are not satisfied, they must help the recommender come up with better alternatives or escalate the issue to a higher level. The agreed role therefore holds veto power over the recommender. The recommender cannot take the proposal to the decision maker if the people who need to agree are questioning it.
Decide: The decision maker needs good information, good business judgement, a grasp of the relevant trade offs, and a keen awareness of the organization that will execute the decision. Giving the D to one individual ensures single point accountability. If the decision rests with a committee, the committee should know exactly who in the group is expected to make the decision. For example the choice could be made by the chair or the senior member, by a majority vote or by the group as a whole through consensus.
Perform: The final role in the process involves the individual or group who will perform, or execute the decision. It’s this party’s job to implement the decision promptly and effectively. This is a crucial role to assign so that there is smooth transition from decision to action. It’s also an essential role in the whole decision sequence since a good decision executed quickly often beats a brilliant decision executed poorly or slowly. People with the perform role may be valuable in the input role as well to ensure that decisions are made with execution in mind.
Introduce the model – we will have a session to go into greater detail next and fully explain the process and the roles
It is an acronym not a sequence….
Recommend: the person in the recommend role leads the process. He ir she is responsible for obtaining and evaluating the relevant facts and other inputs and then proposing alternative course of action. The recommender, naturally has to have strong credibility both with the decision maker, so that the recommended alternatives carry weight, and with the people responsible for input, so that they feel their contributution will be appropriately evaluated and considered. The recommender typically does most of the work in preparing for any decision.
Input: People with the input responsibilities provide the relevant facts that are the basis of any good decision. They also offer their own judgements, based on their experience. How practical are the proposals? Are they financially feasible? If there are contrasting views, the recommender needs to bring the dissenters to the table at the right time. The recommender does not have to act on the input he or she receives but is expected to take it into consideration – especially because those that input are most likely the ones that will need to implement the ultimate decision.
Agree: People who must agree to a recommendation are those who must sign off on it before it can move forward – executives with legal or regulatory compliance responsibilities, for instance. If they are not satisfied, they must help the recommender come up with better alternatives or escalate the issue to a higher level. The agreed role therefore holds veto power over the recommender. The recommender cannot take the proposal to the decision maker if the people who need to agree are questioning it.
Decide: The decision maker needs good information, good business judgement, a grasp of the relevant trade offs, and a keen awareness of the organization that will execute the decision. Giving the D to one individual ensures single point accountability. If the decision rests with a committee, the committee should know exactly who in the group is expected to make the decision. For example the choice could be made by the chair or the senior member, by a majority vote or by the group as a whole through consensus.
Perform: The final role in the process involves the individual or group who will perform, or execute the decision. It’s this party’s job to implement the decision promptly and effectively. This is a crucial role to assign so that there is smooth transition from decision to action. It’s also an essential role in the whole decision sequence since a good decision executed quickly often beats a brilliant decision executed poorly or slowly. People with the perform role may be valuable in the input role as well to ensure that decisions are made with execution in mind.
Introduce the model – we will have a session to go into greater detail next and fully explain the process and the roles
It is an acronym not a sequence….
Recommend: the person in the recommend role leads the process. He ir she is responsible for obtaining and evaluating the relevant facts and other inputs and then proposing alternative course of action. The recommender, naturally has to have strong credibility both with the decision maker, so that the recommended alternatives carry weight, and with the people responsible for input, so that they feel their contributution will be appropriately evaluated and considered. The recommender typically does most of the work in preparing for any decision.
Input: People with the input responsibilities provide the relevant facts that are the basis of any good decision. They also offer their own judgements, based on their experience. How practical are the proposals? Are they financially feasible? If there are contrasting views, the recommender needs to bring the dissenters to the table at the right time. The recommender does not have to act on the input he or she receives but is expected to take it into consideration – especially because those that input are most likely the ones that will need to implement the ultimate decision.
Agree: People who must agree to a recommendation are those who must sign off on it before it can move forward – executives with legal or regulatory compliance responsibilities, for instance. If they are not satisfied, they must help the recommender come up with better alternatives or escalate the issue to a higher level. The agreed role therefore holds veto power over the recommender. The recommender cannot take the proposal to the decision maker if the people who need to agree are questioning it.
Decide: The decision maker needs good information, good business judgement, a grasp of the relevant trade offs, and a keen awareness of the organization that will execute the decision. Giving the D to one individual ensures single point accountability. If the decision rests with a committee, the committee should know exactly who in the group is expected to make the decision. For example the choice could be made by the chair or the senior member, by a majority vote or by the group as a whole through consensus.
Perform: The final role in the process involves the individual or group who will perform, or execute the decision. It’s this party’s job to implement the decision promptly and effectively. This is a crucial role to assign so that there is smooth transition from decision to action. It’s also an essential role in the whole decision sequence since a good decision executed quickly often beats a brilliant decision executed poorly or slowly. People with the perform role may be valuable in the input role as well to ensure that decisions are made with execution in mind.
Introduce the model – we will have a session to go into greater detail next and fully explain the process and the roles
It is an acronym not a sequence….
Recommend: the person in the recommend role leads the process. He ir she is responsible for obtaining and evaluating the relevant facts and other inputs and then proposing alternative course of action. The recommender, naturally has to have strong credibility both with the decision maker, so that the recommended alternatives carry weight, and with the people responsible for input, so that they feel their contributution will be appropriately evaluated and considered. The recommender typically does most of the work in preparing for any decision.
Input: People with the input responsibilities provide the relevant facts that are the basis of any good decision. They also offer their own judgements, based on their experience. How practical are the proposals? Are they financially feasible? If there are contrasting views, the recommender needs to bring the dissenters to the table at the right time. The recommender does not have to act on the input he or she receives but is expected to take it into consideration – especially because those that input are most likely the ones that will need to implement the ultimate decision.
Agree: People who must agree to a recommendation are those who must sign off on it before it can move forward – executives with legal or regulatory compliance responsibilities, for instance. If they are not satisfied, they must help the recommender come up with better alternatives or escalate the issue to a higher level. The agreed role therefore holds veto power over the recommender. The recommender cannot take the proposal to the decision maker if the people who need to agree are questioning it.
Decide: The decision maker needs good information, good business judgement, a grasp of the relevant trade offs, and a keen awareness of the organization that will execute the decision. Giving the D to one individual ensures single point accountability. If the decision rests with a committee, the committee should know exactly who in the group is expected to make the decision. For example the choice could be made by the chair or the senior member, by a majority vote or by the group as a whole through consensus.
Perform: The final role in the process involves the individual or group who will perform, or execute the decision. It’s this party’s job to implement the decision promptly and effectively. This is a crucial role to assign so that there is smooth transition from decision to action. It’s also an essential role in the whole decision sequence since a good decision executed quickly often beats a brilliant decision executed poorly or slowly. People with the perform role may be valuable in the input role as well to ensure that decisions are made with execution in mind.
Introduce the model – we will have a session to go into greater detail next and fully explain the process and the roles
It is an acronym not a sequence….
Recommend: the person in the recommend role leads the process. He ir she is responsible for obtaining and evaluating the relevant facts and other inputs and then proposing alternative course of action. The recommender, naturally has to have strong credibility both with the decision maker, so that the recommended alternatives carry weight, and with the people responsible for input, so that they feel their contributution will be appropriately evaluated and considered. The recommender typically does most of the work in preparing for any decision.
Input: People with the input responsibilities provide the relevant facts that are the basis of any good decision. They also offer their own judgements, based on their experience. How practical are the proposals? Are they financially feasible? If there are contrasting views, the recommender needs to bring the dissenters to the table at the right time. The recommender does not have to act on the input he or she receives but is expected to take it into consideration – especially because those that input are most likely the ones that will need to implement the ultimate decision.
Agree: People who must agree to a recommendation are those who must sign off on it before it can move forward – executives with legal or regulatory compliance responsibilities, for instance. If they are not satisfied, they must help the recommender come up with better alternatives or escalate the issue to a higher level. The agreed role therefore holds veto power over the recommender. The recommender cannot take the proposal to the decision maker if the people who need to agree are questioning it.
Decide: The decision maker needs good information, good business judgement, a grasp of the relevant trade offs, and a keen awareness of the organization that will execute the decision. Giving the D to one individual ensures single point accountability. If the decision rests with a committee, the committee should know exactly who in the group is expected to make the decision. For example the choice could be made by the chair or the senior member, by a majority vote or by the group as a whole through consensus.
Perform: The final role in the process involves the individual or group who will perform, or execute the decision. It’s this party’s job to implement the decision promptly and effectively. This is a crucial role to assign so that there is smooth transition from decision to action. It’s also an essential role in the whole decision sequence since a good decision executed quickly often beats a brilliant decision executed poorly or slowly. People with the perform role may be valuable in the input role as well to ensure that decisions are made with execution in mind.
As part of the wrap up
Draw out the learnings and codify these for the session
Re-confirm what happens next and what the team are committing to
The next slide is an example of a process check that can be used – suggest as an example of ways of working
Agree review date (1 month) to investigate where RAPID is/isn’t adding value
Introduce the model – we will have a session to go into greater detail next and fully explain the process and the roles
It is an acronym not a sequence….
Recommend: the person in the recommend role leads the process. He ir she is responsible for obtaining and evaluating the relevant facts and other inputs and then proposing alternative course of action. The recommender, naturally has to have strong credibility both with the decision maker, so that the recommended alternatives carry weight, and with the people responsible for input, so that they feel their contributution will be appropriately evaluated and considered. The recommender typically does most of the work in preparing for any decision.
Input: People with the input responsibilities provide the relevant facts that are the basis of any good decision. They also offer their own judgements, based on their experience. How practical are the proposals? Are they financially feasible? If there are contrasting views, the recommender needs to bring the dissenters to the table at the right time. The recommender does not have to act on the input he or she receives but is expected to take it into consideration – especially because those that input are most likely the ones that will need to implement the ultimate decision.
Agree: People who must agree to a recommendation are those who must sign off on it before it can move forward – executives with legal or regulatory compliance responsibilities, for instance. If they are not satisfied, they must help the recommender come up with better alternatives or escalate the issue to a higher level. The agreed role therefore holds veto power over the recommender. The recommender cannot take the proposal to the decision maker if the people who need to agree are questioning it.
Decide: The decision maker needs good information, good business judgement, a grasp of the relevant trade offs, and a keen awareness of the organization that will execute the decision. Giving the D to one individual ensures single point accountability. If the decision rests with a committee, the committee should know exactly who in the group is expected to make the decision. For example the choice could be made by the chair or the senior member, by a majority vote or by the group as a whole through consensus.
Perform: The final role in the process involves the individual or group who will perform, or execute the decision. It’s this party’s job to implement the decision promptly and effectively. This is a crucial role to assign so that there is smooth transition from decision to action. It’s also an essential role in the whole decision sequence since a good decision executed quickly often beats a brilliant decision executed poorly or slowly. People with the perform role may be valuable in the input role as well to ensure that decisions are made with execution in mind.
