• 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.