Use culturally curious language to surface integration risks without stereotyping legacy teams.
Quiet in meetings They never challenge decisions live, so they must agree. Risks appear in written follow-ups after the meeting. Your line Let's not treat silence as agreement yet. We are seeing risk surface in writing, so let's send the decision question in advance and require one risk from each function before the meeting. Calling silence agreement can punish teams whose norms or safety level make live dissent harder. It tests the channel before judging the people. Directness How do you handle "they are not direct enough"? Stay with observable behavior and decision impact. Safety check What is the first…
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