Heuristics
Respect Apathy in Decision-Making
How should we handle team members who consistently remain silent or disengaged during decision-making processes?
Recognise that not all team members want to be involved in every architectural decision, and this is acceptable. Forcing participation can be counterproductive; their silence may indicate a lower psychological safety or a preference to focus elsewhere. The goal is to provide the opportunity to contribute, not to compel it.
Example
A facilitator learned that pushing silent team members to speak was ineffective, realising that it is okay for some to not want to get involved in a particular decision.
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