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Imagine an ice-cube tray with 12 empty cavities. Each space can hold only one ounce of water. The pitcher of water you are about to pour into the cubes has 20 ounces of water in it.

Because this is easy math, you already know what is going to happen: A mess.

Now imagine a team operating with the belief that their model for establishing roles and responsibilities or decision making (such as DARCI, RACI, RAPID, PACSI, or others) is the equivalent of the cubes in an ice tray.

“It’s so clear,” each team member thinks. “That person has the ‘D’ (that’s their cube), they’ve got the ‘R’(that’s their role)” and so forth.

The problem, of course, is that the “tray” (the model) has been developed based upon yesterday’s information. Tomorrow, the pitcher of water looming over your head represents new information – with ever-increasing volume.

Feeling overwhelmed? The pace at which information and new knowledge are being created has eclipsed the viability or practicality of your team’s roles or decision-making model.

Those unaware of the ice-cube-tray effect often blame others for not being responsible to their role. Or they do nothing, paralyzed by the messy and continuous flow of new information and the unanticipated decisions for which their model has not been built.

Your organization will not be buying a bigger ice cube tray soon. Therefore, it is best to remember:

A) Most models and processes within organizations are built upon historic information; few are designed for an unpredictable, often disrupted, future. (The pitcher of water is getting bigger.)

B) The organizations who are succeeding are developing new and dynamic ways of aligning teams, problem solving and making decisions.

C) Important: Your fellow colleagues also want to be great and do a good job. Rarely are they at fault for the stress you are feeling. (Their ice cube tray is overflowing with water, too. Compassion matters.)

This ice tray metaphor breaks down at certain levels, though not before it makes an intended point: Understanding roles and responsibilities is only how you begin a project. You successfully execute when team members model the ability to step beyond assigned roles and ask:

  • With the new information we have, what is the problem to be solved?
  • What decision is best?
  • Do we possess the capability to make the decision and execute?

Success has never been messier. (Embrace the disorder.)

BUILD THRIVING, SEAMLESS ORGANIZATIONS

BUILD THRIVING, SEAMLESS ORGANIZATIONS

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