RACI charts are not only outdated technology, they actually reinforce the wrong kinds of organizational behavior. If you want agility, engagement, and even innovation, stop using RACI charts, now!
Organizations depend upon accountability systems to make things happen. Basing performance reviews upon employees’ ability to meet specific goals offers a clear-cut way of rewarding them for a job well done. More often, however, accountability focuses on assigning blame when things don’t go well.
When you're leading teams that include stakeholders, which is pretty much most teams nowadays, authority isn't going to do you much good. Even direct reports no longer appreciate the use of authority or accept the "because I said so" management style - they want to weigh in on decisions.
Good news is here - you don't need authority in order to lead!
In our article, The Case for Team Accountability, we looked at reasons why shared team accountability promotes project success. But how do you keep track of who’s accountable for each deliverable?
Do your team members struggle to work together? Do your team leaders struggle to bring high-performing teams together to deliver team outcomes? Do team members succeed at fulfilling their individual assignments, but projects still fail?
We feel your pain and we have the cure. Shared team accountability.
Or why you don’t need to assign it, and why sharing it with others is key to making a matrix work.
Some people think that matrix management is a “hot” new concept. Some think it’s an outdated management technology. Others think of it in terms of the challenges working in a matrix environment presents.
Often confused with force, which is an attempt to get someone to do something against their will, power is generated when an individual attempts to accomplish something with his or her will. Power at its core is personal power.