🔮 A FRAMEWORK FOR TEAMWORK 🔮
What is it? The RACSI matrix helps assign roles and responsibilities across a team or project, breaking down decision-making into five categories:
R: Responsible – Who’s doing the work? A: Accountable – Who’s ultimately answerable for the outcome? C: Consulted – Who needs to be included for input? S: Supporting – Who provides resources or assistance? I: Informed – Who needs to stay updated?
Why use it? This structure ensures that no task is left unclaimed and no one is overstepping or duplicating efforts. It’s particularly useful when roles or processes are ambiguous.
When should I use it? The RACSI matrix can be used anytime you need to reduce potential confusion by clearly defining accountability. I’ve used it when forming new product teams, for planning large European Commission consortia, and to coach executive teams towards more harmony and productivity.
Why it works.
Decision clarity: Everyone knows their role and who to turn to for final approval. Improved accountability: Clear ownership avoids finger-pointing if issues arise. Streamlined communication: You avoid unnecessary meetings and back-and-forths.
Get started. You can start using the RACSI matrix in your next project meeting. Set up a spreadsheet or table. Down the left list all the roles that you imagine necessary to complete the project (or list the potential functions within a team). Across the top create a column for each category:
Responsible: Performs the tasks and is responsible for their execution Accountable: Has final responsibility for the correct completion of project tasks Consulted: Is asked for advice in advance of performing the tasks Supporting: Helps successful task completion with resources or assistance. Informed: Is informed in the interim about the decisions, progress, and results achieved
For each job-to-be-done, write the appropriate person or people beneath each category.
As always with these frameworks, the conversation is the most important thing here. Game out every scenario and possibility. Include all voices and perspectives. Make sure all partners and stakeholders are represented.
It’s best to assign only one person as Accountable to ensure clear ownership of the outcome. The Responsible role can be one person or a small team, but keep it focused to avoid confusion. For Consulted and Informed, you can have multiple people, though too many can slow communication. Supporting roles may involve a few individuals or teams, but aim for a balance that ensures help without over-complicating the process.
Then, simply review and adjust regularly. I’m a fan of checking the matrix once a month, just to make sure roles and people haven’t moved. It’s natural for this to happen. But it is very important to recognise it, check that the right people are still in the right place, and that everyone is aware that things have changed.
Adjacent frameworks.
Jobs to Be Done (JTBD): This focuses less from assigning roles to understanding what outcomes need to be achieved. For next level project management, do this before RACSI. Governance Operating Model: This framework helps nonprofits clarify their governance structure, defining roles between the board, executive leadership, and committees. There’s a good overview of different types of nonprofit governance here. Community Consultation: When Global Voices underwent a strategic review, they designed a community consultation model to decide upon priorities. Their breakdown of the process is super helpful if you’re considering something similar.
Futureproofing. As hybrid and remote work models continue to grow, having a clear accountability structure like RACSI becomes even more crucial. The use of virtual whiteboards like Miro can facilitate online meetings about this sort of thing. Tools like Notion can be used to develop workspaces with these roles and permissions baked in. And, of course, AI copilots should now be included in your RACSI matrix if you are automating any significant part of the jobs-to-be-done.
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