- Set up “if-then” plans [such as] “If I catch myself agreeing with everything a dominant, charismatic person is saying in a meeting, then I will privately ask a third person (not the presenter or the loudest person) to repeat the information, shortly after the meeting, to see if I still agree.”
- Get explicit, and get it in writing. Document how decisions are made and conclusions reached.
- Incentivize awareness. Reward people who point out systematic issues. Tom Brady pays defenders who intercept his passes in practice.
- Set up buffers. Take a walk before making a decisions or to jostle loose unconsidered issues. Use “pre-mortems” to see how the yet to be made decision could go wrong, and work backward from there to mitigate and give insight into the best decision.
- Cut the cues. Set up blind decisions that mask potential biases such as gender, ethnicity, background, hometown, and so on.
I liked in particular adding a short "cooling off" period for a group to break and relax before coming back to make a decision.
Read till diversity.