Key takeaways: Founders should treat meetings as crucibles for getting facts, perspectives, and potential courses of action on the table for a full and frank discussion that results in a working consensus. Some advice bootstrapping founders managing the dynamics of a team meeting with four to sixteen people. A two- or three-person conversation will also benefit, but there is a phase transition that seems to occur at four to five people up to about 16 for dealing with significant decisions.

+ Address issues promptly but prepare: sleeping on it and putting your thoughts in writing can often make for a more productive conversation.

+ Listen and check understanding: ask clarifying questions and accurately summarize what you heard to confirm shared understanding.

+ Stay calm and respectful, and avoid defensive responses. Take a break to maintain equanimity.

+ Keep your statements brief and on point. Don’t interrupt, and don’t repeat yourself unless asked to clarify.

+ Don’t suggest solutions until you have a rough consensus on a problem or need.

+ Don’t select a solution until you have evaluated at least two alternatives to the status quo.

+ It’s OK to disagree on the situation or a course of action in any one conversation or sequence of conversations: commit to finding a workable solution.