The 16 Team Types

IRCD: The Alliance Builders

Information is surfaced and shared organically.
The source of the information matters when it is being evaluated.
Decision is driven by consensus among team members.
Plans are thorough, closely followed, and regularly updated.
IRCD: The Alliance Builders

IRCD teams, known as "The Alliance Builders," excel in environments where collaboration is key. Imagine an interdisciplinary medical research team where each member brings a distinct expertise yet communicates in an easy, informal manner. This approach enables the exchange of ideas and diverse viewpoints, useful when navigating complex problems. They foster strong relationships and build consensus around detailed, well-thought-out plans, ensuring issues are considered from a variety of perspectives and everyone is aligned with the project goals. This meticulous planning and inclusive decision-making process significantly reduce the risk of errors, a crucial factor in high-stakes projects, and their ability to act as 'super-connectors' further enhances their role, bridging various parts of an organization or project with their unique blend of informal yet focused teamwork.

However, the collaborative nature of IRCD teams can slow decision-making, with extensive discussions needed to reach consensus. The team’s focus on maintaining unity, as well as their deep trust in specific team members, might cause them to dismiss or undervalue critical warnings or objections raised by individuals, which can be crucial for identifying flaws or risks in their plans.

Words that typically describe


teams include:


Characteristics of



  • Information flows naturally within the team, fostering a spontaneous and free exchange of ideas. This informal style captures diverse insights, enhancing the team's collective knowledge and agility.
  • Certain team members with specialized expertise significantly influence data interpretation and planning. Their deep insights shape the team’s decisions, ensuring actions are based on expert knowledge.
  • Collaboration is fundamental to the IRCD team's approach, crucial in both planning and execution phases. Everyone contributes to developing detailed plans, aligning the team towards unified goals and ensuring collective commitment.



teams excel:

  • Thanks to their relational processing and consensus-driven approach, IRCD teams are particularly effective in settings where multiple stakeholders' considerations must be integrated into decision-making and execution. This ability ensures that all relevant perspectives are considered, enhancing the feasibility and acceptance of their projects.
  • These teams are especially adept at addressing difficult, complex, and time-consuming problems. Their strength lies in leveraging the collective expertise of the team, allowing them to dissect intricate issues thoroughly and devise comprehensive solutions.
  • IRCD teams excel in situations where errors could have severe consequences. Their meticulous approach and commitment to thorough, collaborative review processes typically result in high-quality, error-free work. This makes them particularly valuable in fields like healthcare, aerospace, or financial services where the cost of mistakes is high.

Potential blind spots for



  • IRCD teams' thorough inclusion of all members in planning and analysis can delay actions and promote reliance on established methods, limiting flexibility and responsiveness.
  • Reliance on specific individuals for critical insights can create decision-making bottlenecks and reduce the team's ability to operate independently.
  • The casual and organic flow of information within IRCD teams can lead to unpredictably emerging insights, complicating the speed and consistency of decision-making and planning.
  • Often struggle in crisis situations that require quick, decisive action. Their preference for consensus and extensive planning can slow their response time and effectiveness under pressure.

Areas of growth for



  • IRCD teams can implement structured decision-making frameworks that still value team input but within a more efficient format. For example, they could use tools like decision matrices or set specific timelines for decision phases to ensure that while thorough consultation is maintained, it does not impede necessary pace.
  • For tasks that require swift action, IRCD teams can form smaller, agile subgroups empowered to make quick decisions. These subgroups can operate under the broader team’s principles but with the autonomy to act swiftly, ensuring the team’s overall responsiveness is not compromised by its thorough nature.
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