One of the most significant challenges facing leaders and managers is the constant need for problem solving and decision making. In the majority of cases, however, problem identification and decision making is, in relative terms, the easy part. The tough part is ensuring that the decision, or solution, is effectively implemented.

One effective way of achieving and implementing efficient decisions is to understand and use the concept of Capi, which was developed and introduced by Ichak Adizes and Dr Gerry Faust in the USA. The acronym describes a problem solving method, and stands for the Coalescence of Authority, Power and Influence.

The concept contends that, by ensuring that all three these elements are present during the decision making process, that the outcome will be more effectively implemented because of the buy-in achieved from all the parties involved.

The elements can be described as follows:

AUTHORITY (a) is the vested or formal right of a manager or individual to make or take a decision. This authority is often defined in a job description but, in practical terms, is the ability to gain acceptance for such authority. The person with Authority is the Decision Maker or “Decider”.

POWER (p) can be either positive or negative, and be used to support or damage a decision. It can also be held by those in authority (authorised power) or, importantly, by those with the power to implement or veto decisions. The latter is unauthorised power, and is held by employees who carry out the work – the “Doers” or Users. The power held by Users is often not taken into consideration in the problem solving process. It is the effective input and buy-in from users that uses the positive element of the “unauthorised” power and helps create effective, easily implemented decisions .

INFLUENCE (i) is the ability to guide a decision using knowledge, experience, skill or charisma. Those people are fundamentally experts who impact on the decision making process through information and influence shared with the users and Decision Makers. Experts can be either internal and/or external resources.

Capi occurs when all three elements are harnessed together sufficiently to embrace the problem to be resolved. In simpler matters it may be achieved by a single individual; however, in more complex issues, it invariably requires a team approach to ensure all three elements are included in problem resolution for effective coalescence of authority, power and influence.

To use Capi effectively, first determine if one individual can provide all the elements personally to make an effective decision. If not, a team solution is a viable alternative.

To create such a team, firstly determine who has the necessary authority to make a decision on the matter to be resolved. This person is appointed as Decider. Secondly, determine who has the necessary information and influence to develop an appropriate solution. The Experts may be internal, external or both. Last, but by no means least, identify who will be involved in the implementation – the Users.

Obviously the Capi team approach is slower than an authoritative or autocratic approach, but if well handled it usually ensures decisions which are more easily and effectively implemented, and is the “long, quick” method of problem solving.

Recognising that it is a longer process, it should not be used slavishly for emergency or crisis issues, which need to be handled more expeditiously. For more complex, important issues, however, where time is not of essence, this approach creates both effective solutions and also helps develop a culture of delegated decision making.

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