# Four-Styles Debrief — Debrief Sheet

> The forty-five minutes are cheap; the debrief is where the transfer happens. Use with `four-styles-debrief-guide.md`. The plenary round is the compressed version; this sheet is the full one.

## How to run this debrief

- Spend the plenary on surprises, not confirmations. "The Analyticals were worried about X" is news only if it surprised someone.
- Write the committed behaviors where every corner can see, and photograph the sheet — it opens the next session.
- Do not re-litigate anyone's corner. If a type assignment gets argued, you have drifted from lens to label; stop the round.

## Read the four corners

1. **What the Drivers missed** — usually the people cost of speed: who was not asked, which worry stayed unsaid. That is the corner's gift to the room, not its flaw.
2. **What the Expressives missed** — the detail that kills the plan in week three. Their blind spot is everyone's early-warning system; borrow it on purpose.
3. **What the Amiables missed** — the decision nobody wanted to make. Their silence is data about the room, not about the plan.
4. **What the Analyticals missed** — the deadline that was already slipping while the analysis was getting better. Their caution is a brake, and a car with no accelerator never moves.

## The six debrief questions

1. **Surprise, not confirmation.** What did you hear from another corner that you could not have predicted? → Targets: stereotype collapse; if nobody was surprised, the case was too hypothetical.
2. **The misread line.** Which thing people keep misreading about your style came up today — and what will you say earlier next time? → Targets: self-monitoring; converts the card's line into a sentence you actually say.
3. **The live case.** Read the four versions of the case on the table. Which reading was closest to right — and what does that say about who you consult too late? → Targets: decision routing; the cheapest insight of the session.
4. **The missing corner.** Whose style is absent from this room (the colleague, the client) — what would they have said about the case? → Targets: transfer beyond the room; the team's blind spot usually has a name and a desk.
5. **The one behavior.** Each person: what will you do differently before Friday, and who checks? → Targets: landing; vague answers ("listen more") get sent back for a concrete verb.
6. **The follow-up date.** When does this room run the case round again, and what will be different? → Targets: durability; a style conversation with no repeat date is a team-building day.

## Failure modes of the debrief

| Failure mode | Why it happens | The rescue |
|---|---|---|
| Round of applause | Corners report strengths only | Ask each corner for the blind spot first; strengths second |
| Types become excuses | "I'm a Driver, I can't do details" | Every style sentence ends with what you are doing about it, not what you are off the hook for |
| The case was fake | Hypotheticals produce theatrical answers | Re-run with the real current case; if the team has none, the friction you came for is not there |
| Friday never comes | Commitments with no owner and no date | The behavior sheet names a checker per line and the next session opens from it |

## What this is not

This is not an assessment, not a selection tool and not a diagnosis. Four self-typed corners are a shared vocabulary for one meeting's worth of friction — treat it as a lens you point at a live case, and it pays; treat it as a label you pin on a person, and it poisons the next six months of meetings.