RAPID Decision-Making

One of the things we like about RAPID is that it can be useful even when it is not used in its entirety. As we noted earlier, some leaders, after introducing the tool, end up using it only to diagnose the problematic issues in their decision-making processes. Others go on to take the ideas behind RAPID and build on them to create their own unique decision-making processes. And some use RAPID simply to map out how decisions are already being made, and stop there, satisfied with that level of clarity for the time being.

Keep in mind, though, that once RAPID is in use, the genie is out of the bottle. Much of its value comes from taking the wraps off how decisions are made. Once all is clear, it is hard to put things back under wraps again. If your first foray with RAPID is a success, then your team will want to use it again. As the organization grows and becomes more complex, it will become more useful to help delegate authority and accountability.

As of this writing, Shalvey, along with the rest of his leadership team, is rolling out the use of RAPID throughout the Aspire organization. The leadership team, which has continued to grow, is being trained in the process; next up are the principals, the teachers, and the specialists. Aspire is also building a database on its intranet of all the decisions that have gone through the RAPID process, so that those who are new to the organization can understand the tool, and also see which decisions they are involved in and how. As Shalvey said, "We think that RAPID has tremendous applicability across each of our schools and regions, as well as at the senior level of the organization".