Read Part 1 of our case study.
Now that we decided on a process for getting decisions made, we needed to sell it to the team.
We gathered the team together for a meeting to share the use of RAPID® for getting decisions made. The following was on the agenda for the meeting:
| TOPIC |
OWNERSHIP |
|
Introduction as to the importance of improving the decision making process on the team |
Sponsor |
|
Introduction to the RAPID® Model (value/benefits) |
Annie – project manager (I would support her in talking about the model.) |
|
Case study of the model in use (3 team members had already used the RAPID® model successfully at other companies and they were going to share their stories |
Sammy |
|
Key individuals involved at each step of the model |
Annie – project manager |
|
General participation in decision making |
Annie – project manager |
|
Q&A |
All |
Prior to the meeting, we sent around to all team members the agenda as well as information about the RAPID® Model. We asked them to read the information we provided prior to the meeting and to come to the meeting with their concerns and questions.
The day of the meeting the entire team showed up. We went through the presentation and, honestly, what was of most value to all participants was the case studies provided by the three team members (who were well-liked and respected on the team) who used the model in other organizations. They carried the most credibility and were able to answer a number of questions that came up during the meeting.
What I really like about this model is that we can enable for greater participation in decision making, but in a more controlled environment. When team members have particular roles to play on the team, it is much easier to drive them forward and ensure the right decisions are getting made with the right involvement by the right people on the team. Additionally, given that we varied participation depending on what the situation was to be solved, we would be able to have a great number of people involved, and therefore their perspectives and expertise shared, throughout the project.
The team left the meeting satisfied with the direction being taken and feeling that they had been heard. We didn’t leave decision making solely to leadership or to the project manager, but rather encouraged participation by getting others involved through a variety of roles.
In our last part – Part 3 – we will share our first formal problem solving session following the new procedures.
RAPID® is a registered trademark of Bain & Company, Inc.
