RAPID Decision Making
RAPID is a decision-making framework popularized by Bain. The goal of this process is to enable our team to make decisions in a manner that ensures that all relevant information and perspectives are accounted for, maximizes buy-in for decisions and creates a record of the process that can be referred to in future.

Process Overview

1. Create Initial Proposal

  • Person who wants to raise an issue or proposed solution should write it up clearly in advance of group meeting to give others the opportunity to review.
  • During the meeting, each proposal should be discussed for no more than 5 minutes. If a clear consensus solution is found or the appropriate decision-maker has enough information/feedback to make a decision, document next steps and move forward.
  • If there is no clear consensus after 5 minutes, the proposer should schedule a separate decision meeting to review and follow the RAPID process.
2. Determine Who Should Make Final Decision
  • Type 1 (High Impact, Irreversible): Index Coop Leadership (Working Group Leads). When there are disagreements on type 1 vs 2, assume decision is type 1.
  • Type 2 (Lower Impact/Reversible): Person proposing the decision/issue should recommend who they believe is the most appropriate person to make the final decision.

3. Decision-Making Process

Write up decision/recommendation using the template for RAPID decision-making & distribute to the group for written feedback.
Once everyone has provided their feedback, schedule a meeting to discuss and make a decision.

4. Tracking/Documentation

Once completed, the decision document should be archived in notion. These can be referenced later for post mortem analysis, training purposes and accountability.

Seeking Consensus vs. Being Decisive

  • Goal is to make thoughtful, values-aligned decisions quickly and take action. Consensus is nice-to-have but can lead to lost time.
  • When proposing a solution to the group, if there is immediate (<5 mins of discussion) consensus, assign a DRI to execute and move forward.
  • If no consensus is immediately reached, implement RAPID as described in this doc.
  • The goal of RAPID is to ensure that the person making a decision has all of the input from team members that they need, not to build a consensus between these people.
  • Once a decision has been made, follow a "disagree and commit" philosophy. Any contentious proposals can be settled via $INDEX governance.

RAPID Process

Excerpted from The Great CEO Within:
  1. 1.
    Someone identifies an issue or decision that needs to be made. They write up:
    1. 1.
      The Issue
    2. 2.
      The Proposed Solution
  2. 2.
    The list of people needed to make and implement the decision:
    1. 1.
      R (Recommend) = the one who first proposed the Issue and Solution
    2. 2.
      A (Agree) = those people whose input must be incorporated in the decision
      1. 1.
        This is usually Legal, who are ensuring that no one is breaking the law!
    3. 3.
      P (Perform) = those people who will have to enact any decision and therefore should be heard
    4. 4.
      I (Input) = those people whose input is worth considering
    5. 5.
      D (Decide) = the one who will make the decision
      1. 1.
        (See section below for an explanation of this Amazon modification.)
        1. 1.
          If a Type 1 decision (irreversible), this should be the CEO.
        2. 2.
          If a Type 2 decision (reversible), this should be someone other than the CEO.
    6. 6.
      A section on the document for each person above to write their comments.
  3. 3.
    The R then reaches out to all the As, Ps and Is to solicit their input. Once this input is received, the document is ready to be reviewed by the D.
  4. 4.
    The R schedules a Decision Meeting and invites the D, As, Is and Ps.
    1. 1.
      If the issue is urgent, the R schedules this Decision Meeting as soon as it needs to be.
    2. 2.
      If the issue is non-urgent, the R can use the next Team Meeting as the Decision Meeting. (This is much more efficient, and should be done whenever the issue is non-urgent.)
  5. 5.
    At the Decision Meeting, the D reads through the document. If she has any questions, she asks them. If her questions can be fully answered in 5 minutes, she decides. If they cannot be answered in 5 minutes, she asks for another round of written responses on the document to answer her questions. At the next Team Meeting, she reviews these responses, and decides.
  6. 6.
    Once the D decides, she writes up the Decision (or asks the R to do so) along with all the Next Actions (each with a DRI and Due Date). The D then publishes this decision to the company.
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