Decision-Making Meeting Structure (RAPID Framework)

A meeting protocol specifically designed for making decisions (as opposed to discussing, updating, or brainstorming). Pre-meeting: (1) Clarify the decision to be made — write it as a specific question ('Should we enter Market X by Q3?'). (2) Assign RAPID roles: Recommend (who proposes the option), Agree (who has veto power — keep this small), Perform (who implements), Input (who provides information and perspective), Decide (the single person who makes the final call). Meeting structure: (3) Recommender presents the proposal with supporting data (10 min). (4) Input providers share perspectives and concerns (15-20 min). (5) Agree role holders state their position (5 min). (6) Decider makes the call and states reasoning (5 min). (7) Performer confirms understanding and next steps (5 min). Critical rule: the Decider is ONE person. If the decision is made 'by committee,' no one is accountable and the decision will be slow, political, and mediocre.

When to use it

Any meeting whose purpose is to make a specific decision. Strategic choices, resource allocation, prioritization, go/no-go decisions, hiring, organizational changes. NOT for brainstorming, information sharing, or relationship building. The more consequential the decision, the more important the RAPID structure becomes.

How it can help

Eliminates the single biggest cause of slow, poor organizational decisions: unclear decision rights. Most meetings fail to produce decisions because no one knows who has the authority to decide. RAPID makes this explicit before the meeting starts. The separation of Input (everyone's voice is heard) from Decide (one person calls it) prevents both the paralysis of consensus and the danger of autocracy. Immediately applicable to any decision-making meeting.