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Module · Who decides, and who just weighs in

The Team Decision Hygiene Check

Most teams do not have a decision problem, they have a decision-hygiene problem: nobody is quite sure who owns the call, input gets mistaken for a vote, and the same question gets reopened for the third time. AI makes this worse, because a model will happily produce a confident recommendation that everyone treats as a decision nobody actually made. This module checks the five habits that keep decisions clean: clear ownership, telling a decision from an input, the ratio of meetings to actual calls, whether closed decisions stay closed, and whether anyone can reconstruct why you decided what you did.

Question 1 of 5 · Owners are clear

For your team's real decisions, is it clear who actually owns the call?

A decision without a named owner is a decision that gets made by drift, by whoever spoke last, or not at all. Clear ownership means one person can say yes and mean it. Without it, accountability evaporates and the call gets relitigated the moment it gets hard.

Question 2 of 5 · Decision versus input

Does your team tell the difference between making a decision and giving input?

Input is when your view is heard. A decision is when the call is made. Teams that blur the two leave people who were consulted believing they were overruled, and produce meetings where everyone talked and nothing was decided. AI recommendations sharpen the trap: a model's suggestion is input, not a verdict, however confident it sounds.

Question 3 of 5 · Meetings yield decisions

How many of your team's meetings actually produce a decision?

A meeting that ends without a decision is often a meeting that did not need to happen. The ratio of meetings to decisions is a quiet measure of your team's hygiene: a high one means people are gathering to feel progress rather than to make it. Every unnecessary meeting is time and attention you do not get back.

Question 4 of 5 · Closed stays closed

When your team makes a decision, does it stay made?

Some decisions should be revisited when the facts change. But a team that reopens closed calls out of doubt, politics, or forgetfulness never builds momentum, and its people stop committing to anything because nothing is really final. Knowing the difference between new evidence and old second-guessing is the skill here.

Question 5 of 5 · Decisions are recorded

Can your team reconstruct why it decided something six months later?

Without a record, a decision is only as durable as the memory of who was in the room, and memory rewrites itself. A short decision record, what was chosen, why, and what was rejected, is what lets you learn from the calls that went wrong and defend the ones that went right. It is also the only cure for relitigating the same question every quarter.

For the statistics · one click each

Three questions for the public picture

These do not affect your score. They feed the anonymised, aggregated statistics; groups under 8 respondents are never shown.

For your team's important decisions, how clear is who owns the call?

Usually unclear
Implied, not stated
Named up front
Named and widely known
Hard to say

How often do your team's meetings end with a clear decision?

Rarely
About half
Most of them
Nearly always
We have not looked

Does your team keep records of the decisions it makes?

No records
Scattered in chat
Recorded somewhere
Recorded with rationale
Not sure

Your context

Used to calibrate the report. Company size and sector remain in the anonymized dataset; your email does not.

What the five levels look like

Every dimension in this assessment is scored 1 to 5. This is what the levels mean, dimension by dimension. The graded report diagnoses where your own answers land and what to do about it.

Owners are clear

  1. 1Nobody owns
  2. 2Owner unclear
  3. 3Owner implied
  4. 4Owner named
  5. 5Owner named, known

At the low end: When nobody owns a decision, it gets made by accident or not at all, and no one can be held to it. Name a single owner for your next significant call and say the name out loud. What good looks like: Named, known owners mean decisions have someone behind them and someone accountable for them. Keep it current as roles shift; yesterday's owner may be today's bystander.

Decision versus input

  1. 1Fully blurred
  2. 2Often confused
  3. 3Sometimes clear
  4. 4Usually distinguished
  5. 5Named up front

At the low end: When input and decision are the same word, everyone consulted feels entitled to veto and nothing closes. Start every real decision by naming who decides and who merely advises. What good looks like: Naming decision versus input up front is a small discipline that prevents a large class of resentment and rework. Extend it to AI output too: a confident recommendation is still just input.

Meetings yield decisions

  1. 1Almost none
  2. 2Rarely
  3. 3About half
  4. 4Most do
  5. 5Each has a decision

At the low end: If your meetings almost never end in a decision, they are costing real hours to produce a feeling of motion. Require every meeting to name the decision it exists to make, or cancel it. What good looks like: Meetings that reliably produce decisions respect your team's time and attention. Keep guarding the calendar; the meeting that decides nothing always tries to creep back in.

Closed stays closed

  1. 1Constantly reopened
  2. 2Often revisited
  3. 3Sometimes reopened
  4. 4Reopened on evidence
  5. 5Closed, revisited by rule

At the low end: Decisions that get constantly reopened teach your team that committing is pointless, so they stop. Make closed mean closed, and require new evidence, not just new doubt, to reopen anything. What good looks like: Decisions that stay closed unless real evidence arrives let your team build on settled ground. Keep the reopening bar explicit so revisiting stays a discipline, not a habit.

Decisions are recorded

  1. 1No record
  2. 2In someone's memory
  3. 3Buried in chat
  4. 4Recorded somewhere
  5. 5Recorded, with rationale

At the low end: A decision that lives only in memory cannot be learned from or defended, and gets reopened the moment memories diverge. Start writing a two-line record for every significant call: what, and why. What good looks like: Decision records with rationale are how a team learns from its own history instead of repeating it. Keep them short and keep them current; a record nobody maintains is one nobody trusts.