Teams often describe an ownership problem as a communication problem. More meetings may help for a week, but the confusion returns when the workflow still does not show who makes each decision.
Separate doing from approving.
The person completing a task may not be the person who accepts it. Write both roles into the workflow so staff know when the work can move forward.
This is especially useful for spending, public communication, funder reports, and changes to program delivery.
Use one owner for each next step.
Several people may contribute, but one person should know whether the next step has happened. Shared responsibility without a named owner often becomes no responsibility.
The owner can ask for help. They should not have to guess whether someone else is acting.
Make exceptions visible.
A useful workflow explains what happens when information is late, an approval is refused, or the normal owner is away.
These are not side notes. Exceptions are often where the work gets stuck and where risk grows.
A clear owner does not control every choice. They make sure the work has a dependable next step.