We organized common friction points
in real groups using MBTI

The conversation continues, but when you get home, you feel strangely tired. We've outlined what misunderstandings arise from which combinations and even the solution routines that can be used right away.

The group chat is noisy, but the date/location is not decided until the end. The rule is not ‘who procrastinates’ but ‘why the structure can’t make a decision’.

Settlement, Dutch, prepayment, membership fee… Minor money issues can drastically change the temperature of a relationship. Rather than ‘who paid more,’ we sorted out the problems that arise because ‘there are no rules.’

At first it was a light chat, but later there were moments when it took a turn towards someone getting hurt. We have defined the boundary between ‘fun chat’ and ‘landmines.’

There are moments when the existing members are comfortable, but it is difficult for new people to join. If you are too considerate, it becomes awkward again. We have organized operating rules that blend in naturally.

I have a meeting, but when it's over, it feels like there's nothing left. We have organized a structure where decisions cannot be made and words/rules for reaching conclusions without breaking the team spirit.

A team where only the talkative people keep talking, and the quiet people speak separately after the meeting. How to reduce the variation in speaking volume through ‘rules’ rather than ‘people problems’.

A team that loses speed while trying to reduce risk. This is not to abandon perfectionism, but it is a way to ‘stage’ perfection so that the team can safely become faster.

A team that is quiet in meetings, but whose complaints only leak out behind the scenes. We have organized devices that change feedback from being a battle between people to a ‘fight for results.’

The intention is to deal with the situation quickly, but the opponent feels it is an attack. We have compiled sentences/rules to reduce misunderstandings in asynchronous communication.

It's comfortable because it's close, but the neighborhood relationship becomes more sensitive because it's close. We have organized the ‘distance control’ rule to prevent trivial words and actions from turning into misunderstandings.

The reason there is a lot of talk about meetings but no conclusion is mostly due to the ‘decision structure’ rather than the ‘who’. We have compiled a consensus routine that is fast and hassle-free.

The issue of membership fees is difficult to talk about because it is a small amount. Before it spreads to people's fault, I've organized a way to organize it with rules.

Since the neighborhood is close, once it spreads, it is difficult to reverse. We've put together safety measures to prevent chatting from destroying relationships.

The neighborhood already has a strong network of relationships, so new members are more cautious. We organized a structure that blends naturally without excessive consideration.

When people who work hard and people who exercise lightly mix, it becomes more tiring than the exercise itself. How to match intensity with ‘structure’ rather than ‘skill’.

In casual gatherings, there are no rules and they are broken more often. Instead of blaming people, we have outlined ways to change the ‘participation structure’.

There are times when one side wants to help, but the other side feels judged. How to organize coaching as a structure, not a relationship.

When people who want to win and people who want to have fun mix, even in the same game, they have different experiences. I've put together a rule that doesn't turn competitive spirit into negative feelings.

Safety rules do not stiffen the atmosphere, but are the bare minimum for long-term enjoyment. How to make safety an ‘agreement’ rather than a ‘nag’.

Some people want to win, some want to take it easy, and some people always take on the same role. The rule is not to turn role conflict into a human fight.

If one person falters, the tone of the entire team is ruined. I'm not trying to eliminate anger, but I've put together the minimum rules to prevent it from spreading.

It's a meeting that says it's 'possible at any time', but in reality no one can meet it. How to resolve time agreements with structure, not emotion.

Items, rewards, points, and contributions may seem small, but they convey emotions. How to organize your feelings of unfairness with rules before they build up.

Those who are good at it will feel frustrated, beginners will feel intimidated, and eventually the fun will diminish for both. How to resolve skill differences through ‘structure’ rather than ‘consideration’.