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RAPID
The document describes a learning session about improving decision making using the RAPID tool. RAPID stands for Recommend, Agree, Perform, Input, Decide and defines decision roles and accountabilities. It focuses on clarifying who should be involved in what capacity for decisions. The session covers what RAPID is, how it works, behaviors to support it and an exercise applying it to a hypothetical decision. Participants practice using RAPID templates to assess current decisions and commit to improving decision making effectiveness.
RAPID
- 1.
- 2. Agenda Introduction Context Learning Objectives The Rapidtool What it is and is not How it works How to use it Using the tool – exercise Behaviours that support the tool How we are using the tool
- 3. Decision making We makesignificant 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 aHYPOTHETICAL 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
- 7. DecideInput Agree Perform Recommend RAPID isa simple tool…
- 8. WHAT? • Define thedecision 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-visother 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 inmore detail DecideInput Agree Perform Recommend
- 11. • There isonly 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, thereare 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 shouldbe 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 isonly 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 appliedto 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 flowoverview 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 havea 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 –Mustbe 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 clearabout 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 reallyhave 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
- #8 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.
- #9 Think decide Act Brilliant Execution WHAT: project scoping documents, Issue identification
- #10 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.
- #11 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.
- #12 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.
- #13 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.
- #14 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.
- #15 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.
- #16 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.
- #17 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.
- #18 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.
- #19 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
- #20 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.