Useful change begins with a specific question. Work through the ideas below, then use the field exercise to test one of them in context.
Make decisions visible
Write down which decisions a role can make alone, which need input, and which require approval. Review the list after a project stalls; a recurring bottleneck is a signal that ownership is unclear.
- Name one accountable owner per decision.
- Record the reason and next review date.
- Let the people affected challenge the assumptions.
Use a short operating rhythm
A weekly meeting should resolve obstacles, not repeat status updates. Share progress in writing beforehand and spend live time on choices, risks, and dependencies.
- Open with the most important outcome.
- Close with an owner and date for each action.
- Cancel meetings that have no decision to make.
Coach through questions
When a teammate brings a problem, ask what they have tried and what trade-off they see. Give context and boundaries before prescribing a solution. This builds judgment without leaving someone unsupported.
- Describe the result you need.
- Agree on the next checkpoint.
- Give feedback on the work, not a personality label.
The decision-rights card
Use this when a decision moves between people without a clear owner. It is a small agreement, not a new approval hierarchy. Write it for one recurring decision before trying to map the whole organization.
- Name the call
Describe the decision in one sentence. Separate the choice from the work that follows it.
- Choose an owner
Give one person authority to make the call inside stated limits. List who must be consulted before the deadline.
- Set the boundary
Write the budget, quality or risk condition that would move the choice to someone else.
- Close the loop
Record the decision, why it was made, who needs to know and when it should be reviewed.
Imagine a product team waiting for three managers to approve a minor release note. The card names the product lead as decision owner, asks support to flag customer risk by Tuesday, and sends the final note to all three teams. Approval is reserved for claims that change the product promise.
Do not call someone the owner while keeping every meaningful choice above their level. Authority and accountability have to travel together.
RESEARCH CONTEXT / Google re:Work: team effectiveness ↗
Try it in your next workweek.
Pick one stalled decision this week. Assign an owner, list the missing information, and set a date to decide.