High cost projects will create stressful conditions, while some people want to skirt

responsibility, others stand out by contributing and making a stand. We ensure high pressure

decisions are thought through, with terms, pattern recognition, and metric creation. It is

important to document decisions n of Responsibility though distribution of responsibility, allowing more

employees to read guidelines, and assert their perspectives, while show-casing their applicable knowledge.

If you need local solutions rather than all-encompassing mandates- a task force is the best

route to go, split testing groups allows for active promotion and recognizing talent. Creating

promotions based on merit increases work morale and improves work-place efficiency.

There is no way to fool-proof a choice, as all choices are potentially at a 50% rate of success and

failure. Sometimes the desired outcomes do not manifest, even with the proper metrics and

pattern understanding, this is why we must not base the merit of our decisions solely on the

outcome. Active articulation helps you make sound decisions, regardless of outcome, by clearly

articulating your decision-making process (e.g., What are the decision criteria? Who will be

included in the decisions and at what points? Does it follow protocol? What workplace

procedures should be revalued and changed, are any hampering the outcomes). Not only will

you boost teamwide confidence and a sense of fairness, but you’ll also enable people to make

faster, more independent decisions.

Part of the decision-making process (how and when) is determined and communicated when a

company runs into a problem, these problems are precisely when we should implement

decisions for a change in strategy (why and where).

When posed properly, the answers to these questions provide organizations and individuals a

proper timeline.

Rather than responding to the onslaught of decisions and challenges as they pop up, workers

should be trained on pattern recognition to make decisions that do not derail company policy.

Our methodology simplifies conversations, speeds up decisions, and creates an opportunity for

better delegation of responsibility.

One of the central challenges that needs to be addressed was one of perception—the mental

models people held about themselves and the project. Often, staff and functional projects get

little attention from senior business leadership.

· Terms, conditions, boundaries, procedures, and taskforce need to be initially outlined and

defined.

· By agreeing upon tactics, roles, and needs in a team setting, the ploy is enfranchising all the

players at the outset, the project leader would be able to anticipate and bypass many of the

difficulties the previous managers had encountered

· The delivery team needed to come to terms with this requirement and to learn to operate in

alignment