Organizational Development Consultant and Leadership Coach

Roles and Responsibilities Charting (RACI)

September 9, 2013

We will need to change some of our existing processes and ways of working with other departments when we implement new technology next month. I’m expecting complete chaos. How can I avoid confusion and bad feelings? “

What is it?
RACI is a method to agree and document roles and responsibilities. RACI stands for:

R = Responsible Persons involved in doing the work, or making the decision
A = Accountable The buck stops here. The person who is ultimately accountable. Only one ‘A’ is allowed
C = Consulted Persons who are consulted before a decision is made or action is taken
I = Informed Persons informed after the decision is made or action is taken

Where most other methods document only the person who is accountable for a decision or activity, RACI also documents who will be involved in doing the work, who will be consulted before a decision is taken, and who will be informed after the decision is taken or action accomplished.

When do you use it?

  • When working across departments, groups or organizations where roles and responsibilities are not clear, and therefore duplication occurs or ‘the ball gets dropped’.
  • When changing a process or way of working.
  • When you want to communicate the difference between how something was done in the past and how it will be done in the future.
  • When introducing a new way of working.
  • When decision making authority is unclear.
  • When Tasks are performed or decisions made at the wrong level of the organization.
  • When managing the interfaces is difficult.
  • Where finger pointing occurs when things go wrong
  • Where ambiguities exist.

How do you use it?
Define the scope of exercise, i.e. the start and end points of a process. Document the key activities in the process. Document those people or positions involved Use a workshop (working meeting) to agree roles Communicate the results to all stakeholder groups Enforce the new roles through the use of new job descriptions, measures, targets, etc. as required.


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