![]() They have an outsize voice in setting the context of the decision and have a big stake in its outcome-for example, it may affect their profit-and-loss statements-but they don’t get a vote. If the deciders get stuck, they should jointly agree on how to escalate the decision or figure out a way to move the process along, even if it means agreeing to “disagree and commit.”Īdvisers have input and help shape the decision. We call it DARE, which stands for deciders, advisers, recommenders, and executors:ĭeciders are the only ones with a vote (unlike the RACI model, which helps determine who is responsible, accountable, consulted, and informed). We recommend a simple yet comprehensive approach for defining decision rights. The result? Role clarity enabled easier navigation for employees, sped up decision making, and resulted in decisions that were much more customer focused. As part of this conversation, managers explicitly laid out the decision rights and accountability metrics for each direct report. To foster accountability and transparency, the company developed a 30-minute “role card” conversation for managers to have with their direct reports. Consider a success story at a renewable-energy company. It’s no wonder one of the key factors for fast, high-quality decisions is to clarify exactly who makes them. When you’re told you’re “responsible” for a decision, does that mean you get to decide? What if you’re told you’re “accountable”? Do you cast the deciding vote, or does the person responsible? What about those who must be “consulted”? Sometimes they are told their input will be reflected in the final answer-can they veto a decision if they feel their input was not fully considered? Decision making: Determining decision rights Indeed, most executives say they frequently find themselves spending way too much time on pointless interactions that drain their energy and produce information overload.īelow we describe the key shifts required to improve each category of collaborative interaction, as well as tools you can use to pinpoint problems in the moment and take corrective action. It’s no wonder a recent McKinsey survey found 80 percent of executives were considering or already implementing changes in meeting structure and cadence in response to the evolution in how people work due to the COVID-19 pandemic. This wastes valuable resources, because every minute spent on a low-value interaction eats into time that could be used for important, creative, and powerful activities. And what’s more, where engagement is occurring, its quality is deteriorating. The problem? Interacting is easier than ever, but true, productive, value-creating collaboration is not. There’s seemingly no excuse to not collaborate. In our efforts to connect across our organizations, we’re drowning in real-time virtual interaction technology, from Zoom to Slack to Teams, plus group texting, WeChat, WhatsApp, and everything in between. ![]() Maxwell, and Patrick Simon, representing views from McKinsey’s People & Organizational Performance Practice. This article is a collaborative effort by Aaron De Smet, Caitlin Hewes, Mengwei Luo, J.R.
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