Empowering Self-confident Decision-making in Startup Teams

We all know that Overconfident team members can take us places but they can also get us into trouble eventually. Think domineering CEO with head in the clouds.

We also know that Under-confident team members can get us nowhere, never making a decision or take a risk. Think dutiful worker putting up with domineering CEO.

Wouldn’t it be great if we just had Self-confident team members, all of the time? Ahhhh… nirvana.

Surely that must be the holy grail for any startup accelerator or angel investor: “Empowering confident decision-making in startup teams”.

Here is our solution, so far.

• Startup accelerators or angel investors will have access to a large number of likeminded startup team members, that can be utilized to form a cohort network. Once agreed, this fact will be critical to the first step to empowering confident decision-making in startups.
  
  
• Uncivil behavior can arise during the decision-making process by one or more team members, being so overconfident that they try to dismiss the other person’s argument in an assortment of ways. Tone, volume, browbeating, dogmatic and angry behavior, used in an attempt to intimidate. This can be used to steamroll any dissenters, or alternatively, get them to “agree to disagree” in an attempt to prevent their argument from being unraveled through further discussion.
  
  
• Then, switching the cliché from, “Let’s agree to disagree” to “let’s agree to object”, is the next step to tackling these disputes. We can still disagree with their thinking and content of the dispute, but now we can OBJECT to the way the message was delivered. That is, the misbehavior.
  
  
• How we go about objecting and what we object to is the next step.
  We object using the 3 phase procedure, being direct and in real-time (see above diagram below). We object when we simply feel offended by the other’s behavior. (it can be tested later by our peers)
  

• Failure to resolve our dispute using Object123, the dispute is then automatically posted onto the cohort network of peers (DisputZ.com), for them to review our dispute and offer any feedback.
  
  
• And finally, failure to resolve our dispute using the DisputZ network, we then Zoom it, and put our cases before up to 8 of our peers from our cohort network, and they will vote and make a recommendation to us and to the accelerator/investor management.