Decisions that Hold (2/3) Decision Rights

Most teams don’t have a decision-making problem. They have a permission problem.

Everyone wants to be consulted. Everyone wants alignment. And suddenly the decision becomes a group project where nobody is allowed to be wrong. The result isn’t better decisions. It’s slower ones, plus quiet frustration when execution stalls.

Social psychology has a clean explanation: when ownership is unclear, responsibility diffuses. People step back, wait for signals, and protect themselves with “we” language. It’s not malicious. It’s self-preservation in a system where accountability is fuzzy.

The fix is simple and surprisingly humane. Name three roles for the next decision: who decides, who must be consulted, and who executes. Then say it out loud. “Jordan decides after hearing input from X and Y. The team executes by Friday.” When the roles are clear, debate gets sharper, meetings get shorter, and people stop re-fighting the same call in different rooms.

A good rule of thumb: if a decision is reversible, make it fast and owned. If it’s irreversible, broaden input—but still name a decider. Clarity isn’t control. It’s respect for everyone’s time.