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How we make decentralized decisions
In truly decentralized organizations, we follow the principle of subsidiarity: by default, decisions should be made by the people who are directly affected by those decisions. Higher levels of bureaucracy should only perform tasks that cannot be performed effectively at the local level — that is, the authority of higher levels of bureaucracy should
... See moreJoanne Molesky • Lean Enterprise: How High Performance Organizations Innovate at Scale
It’s not just enough for me personally to be running a fast OODA loop—in a large group, everyone needs to be autonomously making frequent, high-quality, local prioritization decisions, without needing a round-trip through me. To get there, they need to be ambiently aware of:
- what else is going on around them, so they can coordinate and update on new
benkuhn.net • How I’ve run major projects
Our decentralized approach for decisions passes the torch of responsibility, enabling fast-paced iteration without the need for approval processes. Individuals make urgent, locally optimal decisions. Any misalignments are then ironed out quickly afterward.
Lenny Rachitsky • How Perplexity builds product
What do we mean by “decentralization,” anyway? It’s a capacious term, and in the past few years it’s been tossed around more freely than ever. Flocks of birds, free-market economies, cities, peer-to-peer computer networks: these are all considered examples of decentralization. Yet so, too, in other contexts, are the American public-school system an
... See moreJames Surowiecki • The Wisdom of Crowds
-Decentralization for making better decisions in environments where large amounts of diverse input goes into decision-making and the wisdom of the crowd gives better solutions.