Assign the Decision, Not Just the Task

The principle

Responsibility includes who acts, who decides, who must be consulted, and who checks the result. Vague collective ownership can leave everyone assuming someone else handled the difficult part. For consequential processes, identify a named owner and clear handoffs while preserving the ability to question or escalate a decision.

Worked example

A fictional nonprofit publishes a public report containing an incorrect participation count. The writer assumed the program manager had checked the data; the manager assumed the editor would verify it; the editor checked only grammar. Before the next report, the team assigns a data owner to validate figures, an editor to check presentation, and a publication owner to confirm both checks occurred. This changes the process rather than merely telling everyone to be more careful.

Limits and judgment

Role charts can become bureaucratic if they are too elaborate or detached from actual authority. An owner must have enough information and time to perform the duty. Revisit assignments when staffing changes, and define how disagreements are resolved. Clear responsibility should support cooperation, not encourage people to ignore a visible problem because it technically belongs to another role.

RETRIEVE. REASON. REMEMBER.

Knowledge check.

Choose one answer for each question, then check your reasoning.