---
id: "entity-raci-d1"
type: "entity"
entityType: "tool"
canonicalName: "RACI"
aliases: ["\\\"Responsible", "Accountable", "Consulted", "Informed\\\""]
source_timestamps: ["¶3", "¶4", "¶5", "¶6"]
tags: ["framework", "decision-making"]
related: ["claim-raci-misunderstood", "framework-decision-rights-mistakes", "concept-decision-rights"]
sources: ["tail1"]
sourceVaultSlug: "hbr-seg-tail1"
originDay: 1
articleStem: "hbr-tail-106-decision-frameworks-fail"
sourceUrl: "https://hbr.org/2026/06/gg-why-decision-making-frameworks-fail"
sourceTitle: "Why Decision-Making Frameworks Fail"
---
# RACI

**RACI** (**R**esponsible, **A**ccountable, **C**onsulted, **I**nformed) is a widely used decision-making / responsibility-assignment framework. In this source it is the central cautionary example: it frequently fails due to **top-down implementation, lack of co-creation, and fundamental misunderstanding of its role definitions** — notably the *Accountable vs. Responsible* confusion documented in [[claim-raci-misunderstood]] and [[contrarian-raci-confusion]].

RACI is the archetype behind the parent concept [[concept-decision-rights]] and every failure mode in [[framework-decision-rights-mistakes]]. Recommended countermeasures: [[action-define-goals-first]], [[action-cocreate-raci]], [[action-delegate-decisions]].

> **Canonical reference (enrichment):** RACI is consistently defined across management and PM references as Responsible / Accountable / Consulted / Informed. It works well when scope is stable and teams are trained, and when paired with kickoff meetings, role review, and periodic revision — implying the failure mode is often managerial discipline rather than conceptual design. McKinsey positions it alongside [[entity-rapid-d1]] and [[entity-dare-d1]] in the decision-rights landscape.