Team Charter: How We Decide

Most team conflict comes from unclear expectations around decisions. One person assumes consensus. Another assumes authority. Neither is wrong, but they have never talked about it. This task makes the invisible explicit.

Theory

Clarify how you reach decisions: by consensus, majority, or individual responsibility. Record who is involved when. This reduces misunderstandings in daily work.

Your first charter entry defined why you exist; this one defines how you operate. Decision-making is where unspoken assumptions cause the most friction — one person assumes consensus, another assumes authority, and both feel the other is wrong. Making this explicit reduces misunderstanding and creates a shared framework for action. Revisiting and updating the charter regularly keeps it a living document rather than a decoration, reflecting the team's ongoing sensemaking about how it works best.