#2 Equitable distribution of contributions, benefits and resources. Most people have a strong sense of equity Perceived fairness is essential for high group performance.  Often this is about balance of effort (workload) and reward. Perceived unfairness is sometimes ‘undiscussable’ in groups and sometimes it is discussed endlessly but in ways that do not lead to positive change.  To what extent do people in your group perceive work as fair and equitable?

#3 Fair and inclusive decision-making

Who makes decisions? Ideally decisions that effect a group are being made by the people doing the work.

If we want good decisions and motivated people, group members need to be involved in making the decisions that affect them, particularly agreements about how the group runs. This can take the form of consensual decision making, consultation with a designated leader/representative, voting or even the opportunity to make objections (veto powers) can be enough and more efficient.

How do you feel about the decision making process for decisions that effect your group?

#4 Transparency of Behavior

Self-serving behaviors increase when there is a lack of transparency. It can be as simple as having regular check-ins or meetings to discuss progress. Research shows monitoring of appropriate behavior is usually better performed by peers as part of the normal interaction of group members.

How well do the systems in your group provide transparency?

#5 Graduated Responding to helpful and unhelpful behavior. 

Most people want to do the right thing. New people may be learning your group’s norms. When things go wrong start with a gentle reminder.

#6. Fast and Fair Conflict Resolution. 

Any group that involves committed individuals acting authentically will inevitably encounter conflict as people have different interests and information. It is best to plan for conflicts and their resolution from the beginning by building conflict resolution skills among group members and creating helpful, flexible processes for conflict resolution.

When conflict occurs in your group is it handled effectively?

A high performing system requires minimal hierarchy and maximum autonomy at every level.

Every group is embedded in a larger collection of groups that can limit its ability to govern its own affairs. These constraints can interfere with the objectives of the group and the implementation of design principles 1-6.  For example, the context might impose excessive regulation on how the group behaves or minimize the capacity of a group leader to act as a leader. Groups must be able to implement principles 1-6, without excessive interference, in order to function effectively.

Is there a good balance between your group's authority to self govern and the larger organization? Does your group have autonomy to manage it's own affairs without excessive outside influence?

  8. Collaborative Relations with Other Groups 

If we are to build systems of cooperation, a group must relate to other groups using principles 1-7.  

This can go wrong in two ways: a) other groups may not cooperate with you (e.g. they don’t include your group in important decisions, behave in ways that can’t be monitored, and so on), or b) your group may not cooperate well with other groups. In this fashion, the same design principles are relevant at all levels of a multi-tier hierarchy of social units. For example, groups cooperate well when there is shared purpose, equity, inclusiveness in decision making etc. between groups as well as within groups.