Balancing individual opinions and collective decision-making in teamwork essentially requires attention to cultural inclusiveness, management mechanism optimization, and teamwork skills, rather than judging based on regional labeling. For members who are assertive and have a distinctive decision-making style, the following strategies are recommended： **1. Structured decision-making process design** -Introduce the RACI matrix to clarify the division of roles (Responsible, Accountable, Consulted, informed) -Adopt a phased decision-making mechanism (e.g. four stages of proposal, demonstration, amendment, and voting) -Implement the six thinking hats method to guide the expression of diverse perspectives **2. Cognitive diversity Management** -Establish an MBTI or decision-making style evaluation system to visualize the team's decision-making preference map -Design a "shadow debate" mechanism to force members to exchange positions and disassemble their arguments -Use pre-mortem decision simulation (Pre-mortem analysis) to reduce confirmation bias **3. Conflict transformation technology** -Implement non-violent communication (NVC) workshops to improve conflict handling capabilities -Introduce benefit mapping tools to distinguish between position demands and underlying needs -Establish a registration system for decision-making objections, set up a cooling-off period and a second reconsideration procedure **4. Leadership scenario adaptation** -Dynamically adjust the leadership style according to the type of decision (strategy/tactics/execution) -Use situational decision trees to clarify the decision-making authority corresponding to different risk levels -Implement a decision-making traceability mechanism and establish a "decision-result" learning feedback loop **5. Reconstruction of incentive mechanism** -Set up collaborative innovation points to quantify the contribution of cross-functional collaboration -Implement decision-making quality KPIs (such as: plan completeness, risk predictability score) -Design a retroactive exemption mechanism for decision-making responsibilities to encourage innovative decision-making attempts It is worth emphasizing that modern organizational management should avoid regional stereotypes and focus on the adaptability of individual decision-making styles to organizational culture. Through the establishment of a transparent decision-making system, the cultivation of meta-decision-making ability (decision-making ability of the decision-making mechanism), and the implementation of the three pillars of decision-making effectiveness evaluation, the quality of team decision-making can be systematically improved. The ultimate goal should be to build a "constructive tension"-to make different decision-making tendencies complementary rather than antagonistic, and to transform them into the driving force for the evolution of organizational wisdom.