Method · Decisions

RACI: how to run it

A grid that says, for each task or decision, who does the work (Responsible), who answers for it (Accountable), who is asked first (Consulted) and who is told after (Informed).

50 minutes5 stepsDecisions
Other methods

When it helps

Use it when work crosses several people or teams and things keep falling through the gaps, or the same decision gets made twice — a launch, a migration, a new process.

When to use something else

Skip it for small teams where everyone already knows who does what; filling in a grid nobody reads is busywork. And keep to one Accountable person per row.

How to run it, step by step

  1. List the tasks or decisions10 min
    • Rows: the main pieces of work or decisions, in plain words.
  2. List the people or roles5 min
    • Columns: the people or teams involved.
  3. Fill in R, A, C and I20 min
    • One A per row. At least one R. Keep C short — every C slows things down.
  4. Check the gaps and overloads10 min
    • Rows with no A? People with an R on everything?
  5. Share it5 min
    • Agree where it lives and when to revisit it.

What comes out — an example

Made up, to show the shape.

Row: choose the new payroll provider. Responsible: HR lead. Accountable: finance director. Consulted: two managers. Informed: all staff.

Row: migrate employee data. Responsible: IT. Accountable: HR lead. Consulted: payroll provider.

Gap found. Nobody was Accountable for telling staff about new payslips — the HR lead takes it.

Questions

What does RACI stand for?

Responsible, Accountable, Consulted and Informed — the four roles a person can have for a task or decision.

What is the difference between responsible and accountable?

Responsible people do the work; the accountable person owns the outcome and signs it off. There should be only one accountable person per task.

When is RACI not useful?

In small teams with clear roles, or when it becomes paperwork nobody consults.

Other methods

Six Thinking HatsThe group looks at one question from six angles in turn — facts, feelings, risks, benefits, new ideas and process — so everyone thinks the same way at the same time instead of arguing.Dot votingEverybody gets a few votes — dots — to put on the options they like best, so a group can see its priorities in minutes instead of debating every item.DACIA way to make a group decision clear before discussing it: one Driver runs the process, one Approver makes the call, Contributors give input, and the Informed are told the result.RAPID decision rolesAssign five roles for an important decision — who Recommends, who must Agree, who will Perform it, who gives Input, and the one person who Decides — so it gets made and carried out.Six-page memo meetingInstead of slides, someone writes a narrative memo of up to six pages; the meeting starts with everyone reading it in silence, then discusses it.Consent decision-makingA decision goes ahead unless someone has a reasoned objection — not “is this the best idea?” but “is it good enough for now and safe enough to try?”

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