Learning session

AgendaIntroduction

ContextLearning Objectives

The Rapid toolWhat it is and is notHow it worksHow to use it

Using the tool – exerciseBehaviours that support the toolHow we are using the tool

Decision makingWe make significant improvements in Values

Survey results, but there is still work to do. We are behind overall, and behind where we want

to beThe 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.

> 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

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

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

Decide Input Agree

Perform

Recommend

RAPID is a simple tool…

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 FOCUSES ON THE

“WHO”

It focuses on one key area in the decision making process

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

The roles in more detail

Decide Input Agree

Perform

Recommend

• 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

• R, along with D, should engage A before the recommendation is finalized

/ / RRecommendDecide I nput Agree

Perform

Recommend

Recommend

• 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

/ / IDecide I nput Agree

Perform

Recommend

Input

Input

• 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

/ / ADecide I nput Agree

Perform

Recommend

Agree

Agree

• 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/ /Decide I nput Agree

Perform

Recommend

Decide

Decide

/ / 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

Decide I nput Agree

Perform

Recommend

Perform

Perform

Decide

Input 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 siteStaff 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

RAPID process flow overview

Decide I nput 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 recommendati

on 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

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

Decide I nput Agree

Perform

Recommend

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

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

> 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

PID

Some positive behaviours

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

• 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