Dungeon Defender's

1. Team goals are the highest priority – not individual or personal goals

Commitment to the team goal over personal agendas is essential to a team. If team members place their own values, needs or goals above team goals in a way that causes conflict or inhibits the attainment of team goals, the team has the responsibility to confront this behavior.

2. Check your job at the door – no positional behavior

Each team member represents the team's interest and brings the highest level of personal knowledge and expertise to that team. A team member's job or position outside the team is secondary while that person is functioning as a team member.

3. Decisions are based on what's right – not who's right

Position, status, deference to experience or historical expertise, seniority or authority are unacceptable reasons for a team to make a decision based on any individual's recommendations.

If the team is using consensus decision-making, it must:

look at each circumstance uniquely
get the best input from all parties
build the best understanding based on all available information
make the best decisions based on the information and analysis – not based on who made the recommendation.
4. Contribute and listen to the contributions of others – there is no inequality in a team

Teams are based on mutual commitment and respect. These criteria require that everyone make a contribution. They also require that every contribution be heard. If some members of the team are shut out – either by their own actions or the actions of others – the potential is reduced by their lack of contribution.

5. Contribute with Flexibility – no fixed positions

If any team members arrive with a point of view that is fixed, inflexible and not subject to change – then synergy is virtually impossible. In fact, fixed positions are among the worst problems that teams can face because they typically end in ongoing conflict between two team members, with others standing by and watching the scenario play out. Do not tolerate fixed positions.

6. Consensus prevails – the “right of infinite refusal” is not acceptable

Individual positions are solicited when the team begins to study or deliberate. As the discussion ensues, positions should be melded through sharing and analysis. As conclusions draw near, every team member must move toward consensus while they continue to shape and influence the decisions being made.

If the team is moving in one direction but one individual continues to remain steadfast in a particular position based on personal preference, then that person is exercising the “right of infinite refusal.” Unchecked, this can block a team forever, and is unacceptable. The right of infinite refusal is relinquished through team membership and the group process.

7. Decisions are based on facts and analysis – not opinion management

Ideas, thoughts, data, information and analysis all contribute to the decision-making process. The final decision, however, is based on the data available as analyzed by the team. Opinions must be subordinated to fact-based decision-making processes.

8. Decisions are made in real time – not at “off-line” negotiations

Everyone participates in the team process, and both decisions and commitments made at the meeting are expected to be upheld by all team members. If any team member has reservations or issues, they are responsible for bring them up at the meeting, or accepting the team decisions without further off-line discussions after the meeting.

9. Don't let perfection be the enemy of good - the 80-20 rule prevails

There are very few things that can only be done one way. Similarly, there are very few things that require perfection for implementation or success. The team should be careful not to get stuck in seeking the “perfect” solution.

Perfection is unattainable. The “80-20” rule enables the team to move forward rapidly. An 80 percent solution well implemented will have a far greater impact than the continued search for the Holy Grail without any action.

10. Strive for consensus – not unanimity

Consensus is sufficient agreement by all the members of the team that everyone can endorse and support through implementation. It may not be the single most preferred decision by every team member, but it is acceptable to all the members.

If the team allows one member to exercise the right of infinite refusal, the team can become hopelessly deadlocked. All team members are responsible for retaining the personal flexibility to let go of personal preferences if the team decision will indeed solve the problem or achieve the desired goal.