Group decision-making gets a bad rap: endless debate loops in pursuit of a “perfect” solution, too many voices and not enough clarity, a heavy focus on analysis that prevents any forward motion.

I’ve seen countless talented teams get stuck in this spiral or make a choice so cautious it accomplishes nothing. They’ll leave a meeting having only agreed on when to meet again.

The problem isn’t personal. It’s not because these teams are any less smart or capable. It’s because they don’t have the right habits.

High-performing teams who make decisions that move them forward, even in uncertainty, aren’t magically better. What they’ve done is build up a collection of habits they can use in the moments that matter.

In a recent Fast Company article, I broke down three of the most important habits for faster, more agile decision-making. The kind of decision-making that teams need to keep up with the speed of the world right now.

My favorite is about Make a Proposal, our practice of (you guessed it) making a concrete proposal to replace discussion loops with actionable suggestions.

It’s so simple. You might even think it’s too simple. But that’s what makes it so transformative. Making a Proposal sits at the intersection of psychological safety, empowerment, navigating uncertainty, learning…all the good stuff. And it’s actionable.

The simple phrase “I propose we…” is a Trojan mouse for new ways of working.

I was working with a team earlier this month who needed help with their meeting productivity. After a good discussion, I suggested that they make proposals to each other about how to solve the problem. That one little adjustment shifted the whole tone.

A day later, one team member reflected that the meeting felt more productive because they actually made decisions that would move them forward.

Simple, impactful, and easy to replicate. That’s the blueprint for all our August practices, and nothing feels better than seeing them in motion.

I’ve included a bit from my article below on what Make a Proposal looks like in practice. If you’re inspired, you can read the whole thing here.

"One of my clients was part of a transformation team at a consumer health company where permission-seeking had become a genuine bottleneck.

Meetings ran long on conversation and short on decisions. People waited—for clarity from above, for consensus below, for someone else to take ownership.

When the team shifted the expectation—asking people to come with specific proposals rather than open questions—the dynamic changed. Junior team members who had been staying quiet started driving things forward. Conversations got shorter. Decisions stuck.

A proposal doesn’t need to be complete. It just needs to be concrete enough for people to push back on, build on, or improve. That’s what moves work forward."

So, the next time a conversation starts circling, offer something specific! “I propose we” is one of the most powerful, productive phrases in any team’s toolbox.

Karina Mangu-Ward

Partner, August Public

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