Having everyone randomly probe everyone else is an unproductive waste of time.

Beware of statements that begin with “I think that . . .”

Assess believability by systematically capturing people’s track records over time.

Disagreeing must be done efficiently.

Know when to stop debating and move on to agreeing about what should be done.

Use believability weighting as a tool rather than a substitute for decision making by Responsible Parties.

Since you don’t have the time to thoroughly examine everyone’s thinking yourself, choose your believable people wisely.

When you’re responsible for a decision, compare the believability-weighted decision making of the crowd to what you believe.

Recognize that everyone has the right and responsibility to try to make sense of important things.

Communications aimed at getting the best answer should involve the most relevant people.

Communication aimed at educating or boosting cohesion should involve a broader set of people than would be needed if the aim were just getting the best answer.

Recognize that you don’t need to make judgments about everything.

Pay more attention to whether the decision-making system is fair than whether you get your way.

Recognize How to Get Beyond Disagreements

Remember: Principles can’t be ignored by mutual agreement.

The same standards of behavior apply to everyone.

Make sure people don’t confuse the right to complain, give advice, and openly debate with the right to make decisions.

When challenging a decision and/or a decision maker, consider the broader context.

Don’t leave important conflicts unresolved.

Don’t let the little things divide you when your agreement on the big things should bind you.

Don’t get stuck in disagreement—escalate or vote!

Once a decision is made, everyone should get behind it even though individuals may still disagree.

See things from the higher level.

Never allow the idea meritocracy to slip into anarchy.

Don’t allow lynch mobs or mob rule.
