As we've noted, every complex project will involve delegation, and for delegation to work there need to be clear roles. Here are the roles in Contributive Decision-Making.
The Decider (and there is only one Decider for each decision step) has the ultimate authority to decide and Is in the best position to assess the system value at stake for customers, stakeholders and employees. The Decider is accountable for learning from every issue raised by the Executors and Advisors and making a decision that maximizes system value. The Decider is also accountable for the consequences of the decision
The Executor is the person or persons accountable for executing the decision. Executors have the duty of giving input about feasibility, consequences and value of the decision. Executors must be skilled at raising issues with the Decider in a way that clearly serves the business purpose at stake.
Advisors are subject matter experts who have important perspectives granted by their specific skills and experience. Advisors have the duty to raise issues related to their areas of expertise; they, too, must raise issues that clearly serve the business purpose. Frequently an Advisor can help design the decision team to ensure the right participation relative to business risk.
The Recipients are those who needs only to be informed of the decision to be able to act accordingly. Recipients play no role in the decision-making process.
The Sponsor has a dual accountability: To connect with larger system issues that inform the decision and to escalate the path for resolving stuck issues
Clearly delineating these roles ensures that the right people are involved in the decision-making process (and that no one who does not need to be involved is involved), that everyone who needs to be informed of the decision is informed and that different parts of the project are coordinated, and that organizational support and resources are able to be accessed.