Yield only to positions that have objective or logically sound foundations or merits. Avoid conflict-reducing techniques such as majority vote, averaging, coin toss or bargaining. When dissenting members finally agree, do not feel that they have to be rewarded or accommodated by having their own way on some later point. Differences of opinion are natural and expected. Seek them out, value them, and try to involve everyone in the decision process.
Disagreements can improve the team's decision.
With a wider range of information and opinions, there is a greater chance of that the team will hit upon a more feasible or satisfactory solution. It enables teams to prioritize ideas equitably and in isolation. NGT is useful in such situations where individuals feel vulnerable due to such a dominant personality, social pressure, or when there are others in the group who inhibit them for whatever reason. The process begins with a carefully considered statement of the problem, which is read out by the facilitator. The facilitator then asks the team to restate the problem or issue in his or her own words.