Home > Tactics > Decision Velocity > Disagree and Commit

Problem: Teams often get stuck in endless debates, slowing down decision-making and progress.

Solution: Allow team members to share their views but commit fully to the final decision once it's made, helping the team move forward quickly and confidently.

Intro:

"Disagree and Commit" is a game-changer for organizations where agility is critical. Disagreement is very important in non-profits, far more important than we give it credit for. Some people, in the face of disagreement, try to look for consensus. This is a big mistake.

Instead, build a culture of “disagree and commit”. You can fully engage in debate, but once a decision is made, it should be put into action.

"Disagree and Commit" minimizes hesitation, instills accountability, and empowers teams to move forward without the roadblock of unanimous agreement.

Tool:

• Make it clear to everyone that the process is non-negotiable—when disagreement arises, commitment to the final call is mandatory.
• Emphasize that all voices will be heard, but once the decision is set, everyone backs it 100%. Reinforce that wavering after a decision will slow the team down, undermining momentum and goals. Discipline people who undermine commitments.
• Assign a clear, single decision-maker, such as the project lead or subject-matter expert. This person has the final say, ensuring there's no ambiguity over where the buck stops.
• Set a specific time window for debates, making it clear that once the cutoff is reached, a decision will be made. This avoids the drag of protracted discussions and ensures timely progress.
• If a team member feels they cannot commit, encourage them to raise it immediately—before it disrupts the project down the line. This keeps the team aligned and strengthens a culture of responsibility. This is especially important for issues of morality and values.