Advice Process How-to

The Advice Process is a decision-making framework designed to empower individuals to make decisions while seeking input and advice from those who will be affected by the decision or have relevant expertise. It is designed to balance individual autonomy with collective wisdom and maintain transparency and accountability within the organization.

Our version of the Advice Process is a key component of Cadence OneFive’s horizontal performance management approach, as it enables employees to make decisions about their work plans and development while seeking input and alignment with their teammates and stakeholders. The inclusion of Consent Stakeholders ensures that decisions have the explicit support of those most significantly affected, promoting a sense of shared ownership and responsibility for outcomes.

We also use Advice Process for our quarterly planning, to suggest process improvements, and pretty much anything that significantly affects the functioning or well-being of our team.

Key components of the Advice Process

  1. Proposer: The person who has identified a problem or opportunity and feels responsible for making a decision about it. This can be anyone in the organization, regardless of their role or position.

  2. Proposal: The proposer creates a proposal that outlines the problem or opportunity, the proposed solution, and the reasoning behind it. The proposal should be clear, concise, and provide enough information for others to understand and provide meaningful advice.

  3. Seeking advice: The proposer seeks input from people who will be affected by the decision or have relevant expertise. This may include team members, stakeholders, or external experts. The proposer shares the proposal with these individuals and invites them to provide feedback and advice.

  4. Consent Stakeholders: A subset of the people from whom advice is sought are identified as Consent Stakeholders. These are individuals whose work or responsibilities will be significantly impacted by the decision, and their consent is required for the proposal to move forward. Consent Stakeholders can either accept the proposal as is or raise objections if they believe it is not “safe to try.”

  5. Listening and considering: The proposer carefully listens to and considers the advice given, with an open mind and a willingness to change their perspective based on new information or insights. If Consent Stakeholders raise objections, the decision-maker must work to address these concerns and revise the proposal until all Consent Stakeholders agree that it is “safe to try.”

  6. “Safe to try” criteria: For a proposal to move forward, it must meet the “safe to try” criteria, meaning that it is not likely to cause irreparable harm to the organization or its stakeholders. All Consent Stakeholders must agree that the proposal is “safe to try” before it can be implemented.

  7. Making the decision: After considering the advice and ensuring the proposal meets the “safe to try” criteria with the consent of all Consent Stakeholders, the proposer chooses what they believe to be the best course of action. They take responsibility for the decision and its outcomes.

  8. Informing and explaining: The proposer documents the decision and informs those who provided advice, including Consent Stakeholders, and other relevant parties about the decision and the reasoning behind it. This ensures transparency and helps maintain trust within the organization.

  9. Monitoring and adjusting: The proposer monitors the outcomes of the decision and remains open to feedback and adjustments as needed.

Benefits of the Advice Process

  • Empowers individuals to take initiative and make decisions that affect their work and the organization as a whole

  • Leverages the collective intelligence and expertise of the organization

  • Ensures that decisions have the consent of those most significantly affected

  • Encourages transparency, collaboration, and shared responsibility

  • Helps build trust and accountability within the organization

  • Allows for faster decision-making and adaptation to change

A Prototype Advice Process Meeting

You may not run every advice process the same way, but here’s a starting point to follow.

Preparation

  1. Proposer identifies a problem or opportunity and creates a proposal outlining the issue, proposed solution, and reasoning behind it.

  2. Proposer identifies Consent Stakeholders and other relevant individuals from whom to seek advice.

  3. Proposer creates the proposal document using the Advice Template and saves it in Advice Process Proposals folder

  4. Proposer schedules the Advice Process Meeting, inviting Consent Stakeholders and other advisors, and sharing the proposal in advance.

During the Meeting

  1. Opening (2-3 minutes)
  • Proposer welcomes participants and briefly restates the purpose of the meeting and the proposal’s key points.
  1. Clarifying Questions (5-10 minutes)

  • Participants ask questions to better understand the proposal and its implications.

  • Proposer answers questions concisely and clarifies any ambiguities.

  1. Reaction Round (10-15 minutes)

  • Each participant, starting with Consent Stakeholders, shares their initial thoughts, concerns, and suggestions regarding the proposal.

  • Participants speak one at a time without interruption, while others listen attentively.

  • Proposer takes notes and refrains from responding immediately.

  1. Dialogue and Discussion (20-30 minutes)

  • Open discussion to explore the proposal further, address concerns, and generate ideas for improvement.

  • Proposer facilitates the conversation, ensuring all voices are heard and the discussion remains focused and constructive.

  • Participants work together to refine the proposal and ensure it meets the “safe to try” criteria.

  1. Consent Round (5-10 minutes)

  • Consent Stakeholders each states whether they consent to the proposal or have any remaining objections.

  • If objections are raised, the proposer works with the group to resolve them and modify the proposal until all Consent Stakeholders agree it is “safe to try.”

  1. Closing (2-3 minutes)

  • Proposer summarizes the key points of the discussion, the final proposal, and any next steps.

  • Participants are thanked for their input and advised of how the decision will be communicated and implemented.

Follow-up

  1. Proposer shares the final decision and its rationale with all relevant parties, including those who participated in the Advice Process Meeting.

  2. Proposer implements the decision and monitors its outcomes, remaining open to feedback and adjustments as needed.

  3. If significant changes to the decision are required, the proposer may initiate a new Advice Process to gather input and ensure the changes are “safe to try.”

Tips for an Effective Advice Process Meeting

  • Encourage open and honest communication, ensuring all participants feel comfortable sharing their thoughts and concerns. Please consult our Community Norms.

  • Keep the discussion focused on the proposal and its implications, avoiding tangential topics or personal debates.

  • Be prepared to modify the proposal based on the input received, with the goal of reaching a solution that is “safe to try” and has the consent of all Consent Stakeholders.

  • Document the key points of the discussion and the final decision for future reference and transparency.

External Resources

There are many different types of non-traditional decision-making systems that are similar to the advice process described above. We don’t follow the “rules” of the systems listed below, but it may be helpful to see them in comparison: