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Execution · Plan

Decision rights mapping

Names, for every significant decision, who recommends, who must agree, who decides and who carries it out. Strategies stall on unclear decision rights far more often than on unclear strategy.

The printable canvas and the handoff into Claude Code are part of a paid plan. See what a plan includes. It needs the Claude desktop app on this machine, and your team and the prompt library already installed in that project — we cannot see your disk, so open it there.

Stage
04 Plan
Works at
All levels
Maturity
Scaling → Large organisation
Time
Half a day, and it will be contested

What it is

An assignment of roles for each significant recurring decision — who recommends, who must agree, who provides input, who decides and who performs. The value is not the grid but the argument that produces it: the places where two people both believed they held a decision are found here, rather than in the meeting where it matters.

The decision list
Named decisions, not decision areas. "Pricing" is an area; "approving a discount above fifteen per cent" is a decision somebody can actually hold.
Recommend
Who brings the proposal and the analysis behind it. This role does most of the work and is routinely confused with deciding, by the person doing it and by everyone else.
Agree
Who holds a veto. Give this to more than one or two people and the decision becomes a negotiation with no natural end.
Decide
One person. If the honest answer is a committee, name who speaks for it — otherwise the decision gets reopened by whoever left the room unhappy.
Input and perform
Who must be consulted, and who carries it out. Input is not a veto, and saying so explicitly at the start saves a great deal of time later.
The escalation rule
What happens when agreement is not reached, and how long that may take. Without it, disagreement resolves by delay and nobody has to own that.
The mistake people makeConfusing this with a RACI. A RACI assigns deliverables; this assigns decisions. A team can have a complete, agreed RACI and still be unable to say who approves a price change.
What it’s forDecisions are taking too long, being remade, or nobody can say who made the last one.
What it’s not forThere are two of you. Then this is a conversation, not an artefact.

How you run it

  1. List real decisions, specificallyA dozen or so. If a line could not be the agenda item of a meeting, it is a topic rather than a decision and it belongs somewhere else.
  2. Ask everyone privately who decides todayThe disagreements between the answers are the finding. Asking in the room produces a consensus that evaporates the following week.
  3. Give the decide role to one personA committee that decides is a committee that reopens. If it must be a group, name who speaks for it and what happens when they are absent.
  4. Keep the agree role scarceEvery veto added is a week added. Anyone who does not need a veto gets input instead, and is told plainly that is what they have.
  5. Write the escalation rule and the clockWho breaks a tie, and by when. Unwritten, disagreement is settled by whoever is most persistent or most senior in the room that day.

The prompt

Two ways to run it

Run this tool in your own Claude

The short prompt starts your partner against the library on your disk. The long one carries everything with it and needs nothing installed.

🔒 Prompt locked

Everything above is free — what this tool is, what it is for, what it is not for, and how to run it as a workshop. Three tool prompts a month are free with an account; beyond three, and for the printable canvas, it is the paid part.

See plans — from £19 a month

Your playbook

It lands in the earliest stage this tool suits. Move it on the Playbook page.

You’ll need

  • The dozen decisions that actually matter, named specifically
  • Who currently believes they hold each one
  • Where decisions have recently stalled, or been reopened after being made

You’ll end up with

  • Each decision assigned a recommender, an agreer, a decider and a performer
  • The decisions where two people currently believe they decide
  • A written rule for what happens when agreement is not reached

Runs well with

AI risk classification and governanceAlliance and partnership designAssumption logBackcasting