Synthesize & Plan · intermediate · 15 min

Interdependency RACI Negotiation

This method converts the empathy generated in previous exercises into structural, operational commitments. Teams negotiate their roles and responsibilities using a structured consent format rather than debate. It is used at the end of a session to ensure that collaborative insights are translated into actionable boundaries. This secures the workshop's ROI by creating explicit behavioral contracts.

What participants gain

  • Translate empathetic insights into structural workflow commitments
  • Negotiate cross-team responsibilities using consent rather than consensus
  • Clarify the distinction between being Accountable and being Consulted
  • Produce a documented relational contract for future collaborations

Materials needed

  • Printed RACI matrix templates for each pair of teams
  • Fine-tip markers
  • A digital timer
  • Reference sheets outlining the exact definitions of R, A, C, and I

How to run Interdependency RACI Negotiation, step by step

  1. Introduce the modified RACI framework as a tool for establishing relational contracts, not just assigning blame.
  2. Ask each team to select one critical interdependency uncovered during the somatic blueprinting exercise.
  3. Instruct teams to draft a consent-based proposal for how that interdependency should be handled moving forward.
  4. Pair teams up and have Team A present their proposal to Team B using a structured 'listen-and-repeat' format.
  5. Guide Team B to clarify any points of confusion without agreeing or disagreeing yet.
  6. Instruct the teams to negotiate the specific R, A, C, and I roles for the proposed workflow step.
  7. Ask participants to document the agreed-upon roles on the shared RACI canvas.
  8. Switch roles, allowing Team B to present their proposal to Team A.
  9. Facilitate a final review where each team publicly reads their new responsibilities to the room.

Facilitator tips

  • Enforce strict definitions of RACI; remind them that only ONE person/team can be 'Accountable'.
  • Use the phrase, 'Is this safe to try and good enough for now?' to bypass the need for perfect consensus.
  • If teams get stuck, intervene and ask them to define the 'Consulted' role first, as it often unblocks the rest.
  • Keep the energy focused and serious; this is where the actual business value of the workshop is codified.
  • Ensure both teams physically sign or initial the completed matrix to ritualize the commitment.

Common challenges

  • Teams assign 'Accountable' to a group - Strictly enforce the rule that 'A' must be a single named role or team lead.
  • Negotiation turns into a debate - Stop them and enforce the 'listen-and-repeat' active listening protocol.
  • Teams try to solve too many workflows - Force them to focus on just one critical path to ensure depth over breadth.
  • Junior members are talked over - Directly ask the junior members if the proposed structure is realistic for their daily work.

Running it virtually

Use a shared spreadsheet for the RACI matrix. Utilize breakout rooms for the paired negotiations, providing a strict timed agenda for the 'listen-and-repeat' presentation format to ensure balanced speaking time.

Expected results

A completed, mutually agreed-upon RACI matrix for the most critical inter-team workflow. Teams will leave with absolute clarity on who needs what, when, and from whom.

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