Where do your decisions get stuck?
This page is a short self-check: nine yes/no questions about how decisions actually get made in your organisation. The result points to one of three mechanisms — authority, involvement, or follow-through — where decisions typically stall, with three concrete actions to try next week.
In your organisation, there is no clear owner for the call that needs to be made.
- For the next stuck issue, explicitly name who gets to make the call — beforehand, not after the fact.
- Put a hard deadline on the next discussion: it ends with a decision, not "let's discuss this further."
- At your next meeting, ask yourself: who actually has the authority here, and do they know it themselves?
In your organisation, decisions get made without the people who have to carry them out.
- Invite at least one person who has to execute the decision — before it is made, not after.
- Ask explicitly for objections before you close out a decision.
- Afterwards, check: does the team feel this as their decision, or as something that happened to them?
In your organisation, decisions get made but disappear without follow-through.
- For the next decision, record on the spot who does what, by when — before anyone leaves the table.
- Put a fixed follow-up moment on the agenda to check whether the action actually happened.
- Ask yourself: is there a trace of this decision that is still findable tomorrow, independent of who remembers it?
None of the three mechanisms shows a bottleneck — that is a good sign. Save this test for the next time a decision gets stuck.
A promise about who sits at the table
Our sessions are designed so that the night shift, the non-native-language colleague, and the person who does not enjoy writing contribute as much as anyone else. Not as an afterthought — as a design principle. The people who are least often in the meeting room have the strongest voice in the room when we are done.
- The night shift — workers on rotating shifts get formats that fit how they think, not how the meeting room is set up.
- The non-native-language colleague — contributes in whichever language is sharpest for them, without the translation lag that dulls the thought.
- The person who does not enjoy writing — visual formats, drawing and building make thinking visible without anyone having to type up a summary.