Activity 20
After mapping how work actually flows, the natural next step is to agree on how it should flow. A Team Charter is not a rulebook. It is a set of working agreements that the team creates together, based on everything they have learned about themselves through Levels 1-5.
Reflect on your approach. What works well, what should change? Formulate two to three principles that matter to you. Display them visibly so they influence daily work.
Kapitel 3 describes team charters as the mechanism that makes implicit rules visible and gives the team a shared reference point for how it operates. This exercise synthesizes everything from the previous levels: the trust from Activities 1–4 makes honest negotiation possible, the self-knowledge from Activities 5–8 means each person can advocate for what they actually need, and the glossary from Activity 18 ensures you mean the same things by the same words. The charter should be short, specific, and revisited regularly — it is a working document that evolves as the team evolves, not a fixed decree. The goal is alignment, not perfection.
Outcomes
I understand that explicit agreements about how we work prevent most common team conflicts.