IPAC 4 IMPACT
Part of the Decision Clarity framework is a model and process called IPAC 4 IMPACT.

It is a consistent four step structure for identifying high impact decisions and determining who decides what.
“I wouldn’t have thought decision-making was our key challenge and yet talking about decision-making has revealed all of our underlying problems.”
​BJ Miller, Former Executive Director, Zen Hospice Center
Inventorying Decisions
Prioritizing Decisions
Advocating for Decisions
Comunicating for Clarity

Identify the important decisions at each level

Focus on high impact decisions

Advocating for decision-making responsibility

Share & refine decision-making plans

In this phase, you’ll identify the important decisions to be made in your organization. You’ll learn how to start thinking about decisions in a specific way (vs. focusing on plans and initiatives and programs), and you’ll put your attention on the actual decisions you need to make in your organization. Often, you’ll discover important decisions that were not at the forefront of your mind. You will also create an inventory of those decisions.
   
In this phase, you’ll focus on prioritizing the decisions on your list. Not all the decisions you have to make are of equal importance. This prioritizing step is important because in the absence of the ability to make decisions on important topics, you’ll often waste your time on unimportant topics. Spending too much time on unimportant decisions lets the important ones languish, or often they wind up on the plate of the executive director or other members of the leadership team. If you are the executive director (or in a leadership role), knowing which decisions are your top priority will help keep you focused on what will actually move your organization forward.
    
Here, people advocate for the role they want to play for each "high impact" decision. People are astonished to find that advocating does not have to be a tension-filled process. When they use specific language, they can learn to advocate calmly and defend their assertions.
Publish, share and update decision-making roles for maximum transparency. For the first time, the team has a complete list of the decisions they have to tackle, and who will play what role in their implementation. People usually feel relieved to have this knowledge and for it to be shared.