Making decisions can take longer in distributed teams, especially if we have to wait for consensus from people in multiple timezones. We can make this easier by writing good proposals (see Writing Proposals ). We can also use the following three principles to guide us...
1️⃣ Treat decisions as reversible by default
Most decisions can be undone easily, and the negative effect of delaying a decision is often worse than the negative effect of making the wrong one. Assuming that most decisions can be easily reversed allows everyone up to make them more freely.
Jeff Bezos Says Successful People Make These Two Types Of Decisions
In September 2018, Amazon's value crossed the $1 trillion threshold. CEO Jeff Bezos didn't take Amazon to the top of the marketplace without mastering the art of decision-making. In a 2015 letter to shareholders, he proposed two types of decisions entrepreneurs and executives regularly face.
medium.com
Amazon Founder Jeff Bezos: This Is How Successful People Make Such Smart Decisions
Lead By Jeff Haden, Contributing editor, Inc. @jeff_haden Amazon founder Jeff Bezos excels in a number of ways. Building an incredibly successful company (and an incredible fortune). Knowing how to hire the right people. Turning an internal initiative into Amazon Web Services, a subsidiary that does more than $24 billion in annual revenue.
www.inc.com
2️⃣ Make decisions at the lowest level possible
Most decisions should be made by the people closest to the problem - this is rarely the CEO.
3️⃣ Identify a decision owner early
If it's proving difficult to make a decision, try to identify a decision owner – it's this person's responsibility to make the call. By being explicit about this early we can save a lot of back and forth. Never be scared of asking "Who is the decision owner here?"
Directly Responsible Individuals
Apple coined the term "directly responsible individual" (DRI) to refer to the one person with whom the buck stopped on any given project. The idea is that every project is assigned a DRI who is ultimately held accountable for the success (or failure) of that project.
about.gitlab.com
