In order to streamline your decision-making process for cross-functional teams and ensure clarity and accountability, we recommend adopting the RAPID approach for key project decisions.
| Decision/Action/Recommendation | Inputs From | Agree (Veto on decision) | Decision Maker (CEO if Type1 other if Type2) | Performing (person executing) |
|---|---|---|---|---|
The RAPID framework emphasises defining clear roles and responsibilities for decision-making, ensuring that all stakeholders are involved appropriately. This page serves as a template to guide you through the RAPID process and facilitate effective decision-making. Please refer to it for future complex decision-making discussions.
- R - Recommend The individual responsible for making the recommendation should thoroughly assess the situation, gather relevant information, and formulate a well-informed recommendation. This person will be designated as the "R" in the RAPID approach.
- A - Agree The "A" role represents the individuals who need to agree with the recommendation before a final decision is made. These stakeholders should carefully review the recommendation, provide feedback. The agreement of these individuals is vital for moving forward.
- P - Perform Once the recommendation has been agreed upon, the "P" role takes charge of executing the decision. This person or team is responsible for implementing the agreed-upon course of action, ensuring timely and effective execution.
- I - Input The "I" role signifies individuals who provide valuable input and expertise during the decision-making process. While they do not have the final decision-making authority, their insights and perspectives contribute to the overall quality of the decision.
- D - Decide The "D" role holds the ultimate decision-making authority. This person has the final say and is responsible for considering all inputs, reaching a decision, and ensuring alignment with the organization's goals and objectives.
Before you start the process decide if this is a Type1 decision (irreversible and the CEO should be the decision maker) or a Type2 decision (reversible and someone else should be the decision maker).
Below is an outline of you can structure your decision-making discussions using the RAPID approach and a template table to implement RAPIDs.
- Define the decision to be made and its importance. If it is a low importance decision affecting only your team maybe you should consider if the RAPID way is not too cumbersome.
- Identify the relevant stakeholders and assign RAPID roles accordingly.
- The "R" provides a well-informed recommendation based on research and analysis.
- The "I" stakeholders provide their input, insights, and potential alternatives.
- The "A" stakeholders review the recommendation, provide feedback, and strive to reach a consensus.
- The "D" makes the final decision, considering all inputs and ensuring alignment with organizational goals.
- Once the decision is made, the "P" takes responsibility for executing the decision.
- Regularly review and assess the effectiveness of the decision to identify areas for improvement.
By adopting the RAPID approach, you enhance transparency, accountability, and collaboration in you decision-making process.
Like any framework it has its pitfalls:
- Don’t include to many people to agree. You don’t have to be polite.
- Don’t use this framework for every decision, only for cross-functional desicions.
- Have a filtration procces on RAPIDS
- Give context to the reason for making decision