The RAPID Decision Making Model is a framework that can help organizations make better decisions. Making high-quality decisions is critical to organizational success.
Every success an organization achieves. Every failure. Every missed opportunity. They can all be traced back to a decision or series of decisions made by the organization.
When an organization’s decision-making process is poor or nonexistent it can lead to wasted time, confusion and frustration. Let’s take a look two examples of a poor decision process:
How can we avoid these kinds of problems happening? One solution is to use a formal decision-making process.
The RAPID Decision Making Model is one such process. The RAPID Decision Making Model works by clarifying who should do what for each complex decision that needs to be made. The model was developed by Bain & Company.
Not all decisions need to use a formal model. Simple decisions with limited consequences are better made without the overhead of a process such as the RAPID model.
The RAPID Decision Making Model works best when multiple people are involved in executing the result of the decision. The model works particularly well when:
Where the RAPID Decision Making framework comes into its own is when big decisions need to be made.
The RAPID Decision Making Model gives organizations a clearer way to make decisions. The letters in RAPID stand for the key people involved in any decision.
These key roles are Recommend, Agree, Perform, Input, and Decide.
The central role of the model is the Decide role, with all other roles supporting this role.
The order in which these roles are performed in practice is likely to be Recommend (with Input), Agree, Decide, and Perform. Let’s examine each of the roles in turn:
The person or persons in this role recommend a course of action or present a series of options. They should back up their recommendations using facts, figures, and research.
You can think of this role as being the starting point for the RAPID process. A recommendation is proposed and the rest of the decision-making process flows from there.
These are the people who must agree with a recommendation before it can move forward. This group has the power to veto the decision if appropriate. It is important to keep this group to as few people as possible or decision making can slow down.
If they do veto the decision then they must negotiate with the Recommend role to adjust any recommendations until they are satisfied.
If a satisfactory alternative can’t be found then the issue should be escalated to the Decide role.
The Input role provides the foundation for good decision making. This role is consulted to provide hard facts, data, and evidence as input to a recommendation.
They will answer such questions as:
Note that the Recommend role doesn’t have to take on board the information from the Input role. This rule acknowledges the fact that consensus can be an impediment to decision making speed.
When all of the options are on the table a decision must be made. This role is the decision maker and it should be a single person.
This role is usually filled by a senior leader within the organization.
Once a decision has been made it is important action commences on it quickly. The decision maker delegates implementing the decision to the Perform role. They maintain responsibility for the work whilst it is under execution.
This role corresponds to the people who will perform the decision.
It is important that each decision is acted on quickly. A decent decision executed quickly is often better than a great decision executed slowly.
So far our discussion has been very theoretical. Let’s look at an example to bring RAPID decision-making to life.
An example of a RAPID Decision Matrix shown below.
As you can from the matrix, each key decision of a particular project occupies a row in the matrix.
In the above example, we are looking to decide if we should insource or outsource a part of the project.
In the example we have:
You can download our RAPID Decision-Making Model template as shown above here. Feel free to change and adapt the template to assist you in your decision making.
The key advantages of the RAPID Decision-Making Model are:
The key disadvantages of the RAPID Decision-Making Model are:
The most successful organizations use simple tools to be effective.
The RAPID Decision-Making Framework is a tool which can be used to make better decisions. It’s an involved process so should be only be used for difficult or complex decisions.
RAPID is an acronym for the following five roles:
To be successful, the RAPID Decision-Making framework needs support throughout the organization.
Pareto Analysis (The 80/20 Rule)
The Action Priority Matrix
Decision Matrix Analysis
The Eisenhower Matrix
DISCover Decision Making
Six Thinking Hats
The Delphi Technique | Method
Groupthink | Examples & Avoidance