As I have noted in my last few posts, the problem solving process requires a lot of effort. Research at each of the four steps is very involved. Here, I take a look at the RACI matrix, which is a responsibility chart to help assign resources to action items. You can use this tool not only as part of this problem-solving process, but also to assign responsibilities connected to any set of tasks within your organization.
While you are conducting your research and analysis to solve the problem, you will likely need to rely on other people. A responsibility chart, such as a RACI matrix, can help when assigning resources to help you.
• “R” is for Responsible. The Doer: The individual(s) who actually performs the activities. Responsibility can be shared.
• “A” is for Accountable. The Buck Stops Here: The individual who is ultimately in charge. Accountability includes “yes” or “no” authority. Only one “A” can be assigned to a function.
• “C” is for Consulted. In the Loop: The individual(s) who must be consulted prior to a final decision or action. Their feedback may be factored into the process.
• “I” is for Informed. Keep in the Picture: The individual(s) who needs to be informed after a decision or action is taken. An “I” does not have input to the process.
This tool is even more effective when a team adopts this terminology and identifies who has each of these roles when planning projects. We’ve all been there; there are several people in a meeting, the participants want to define the next steps, but no one takes ultimate accountability. Instead, if a team adopts a responsibility chart, like the RACI matrix, things get accomplished! The RACI matrix slide template is located in the slide library. (Click here to download the slide library.)
Think about the example used in parts 9 and 10, where we were trying to solve the problem: what should we do to retain and attract the best and brightest talent? If you were really going to conduct a company-wide climate survey, you would need to assign the RACI roles to retrieve the data required to address this question.
For illustrative purposes, here is the RACI matrix used when preparing and customizing Communicate to Win as a live workshop for an organization.
We all face daily situations that require problem solving. Ask yourself these four questions. Is your task…
• linked to a major organization objective?
• a critical priority for organization stakeholder?
• one that will require significant staff time?
• something that requires substantial financial resource?
⎯ If the answer is yes to any of these questions, then you should probably deploy the full problem-solving process. I addressed these four steps in detail in posts 9 and 10 of the Communicate to Win series.
⎯ If the answer is no, you can still deploy selected elements of the process I outlined. This may be as simple as the next time you hear someone in your organization request something they want, you can respond by asking, “Where does she want to go? What business need is he trying to solve? What does she envision as an ideal final state?”
I’ve dedicated a significant number of posts to discussing how to really understand your problem, and how to go about solving that problem. The next several posts will focus on fine-tuning your communications. You want to use a clear, solid communication structure while working with people around you to solve your workplace challenges.