- Try to keep only ONE owner who is also the decision maker. Decision by committee is OK if it is weighted
- Make sure input provider feels heard. Record people’s inputs and decisions
- After that, vote with weights, privately, and the whole team will commit to the decision
- The team should agree on for long they will commit the decision before revisiting it. The decision maker has an emergency button to revisit it sooner
- Email the minutes to all stakeholders. In the email, include input providers, and each options’ pros and cons.
- Avoid the analysis paralysis
- Have a deadline by which the decision has to make.
- Don’t wait for the complete info to arrive
- Delegate the decision making to someone on the team if possible.
- If you are OK with whatever decision the delegate makes
- Once done so, try not to override the decision in the last minute, which is a sign it should not be delegated!
- The approver does not veto on decision itself, but on the quality of the decision
- People start with opinion rather than fact. So just ask people to search for facts that defend this decision
- Decision is rarely between right and wrong, but between different trade-offs.