WHEN TO USE
Use when your team is high-trust and aligned enough that disagreement rarely surfaces, which is exactly when bad decisions slip through.
WHAT TO DO
Assign a rotating “tenth person” role for meetings where a significant decision is being made. Their job is to seriously argue what the group might be missing, not to be contrarian for its own sake. After the decision, spend five minutes debriefing whether the dissent surfaced anything new and whether it felt respectful. Over time, structured dissent becomes an act of care rather than disloyalty.
