Of the many sets of principles that digital public service people have codified over the years, I think these are the most underrated. Going to be leaning on them heavily today
https://www.gov.uk/service-manual/agile-delivery/governance-principles-for-agile-service-delivery
It's easy to see how the number
of people with a veto on anything leads those who want to get things done to say "let's just get everyone together to talk it out". And then with the best intentions we're all in meetings with each other all the time
The other choice is scary because it involves clearly defining who has authority to decide and to act, and trusting them to work transparently, supported by the right tools for effective asynchronous collaboration
@mattedgar yes. This is kind of where I'm at right now, esp with one department I work with a lot. Their culture is literally everyone who could possibly have an opinion on a topic in the same meeting for hours at a time to make decisions. However, I admit I'm not really confident enough to push the alternate line.
James is not wrong.
The first time I tried to get a decision as a public sector employee, the answer wasn't yes or no, it was "you need to walk this round a few more people"
https://twitter.com/jamesaduncan/status/1524686700944969728?t=5ovwzZiTz0HE5nIpoNxujA&s=19