The design of a team decision intervention shapes how decision making will unfold in practice, either enhancing or hindering the quality of the resulting solutions or responses. Analysts and their clients make four important design choices. The first choice concerns the scope of the problem and the roles that analysts and consultants will play in the intervention. What is the problem that needs to be addressed? How will the analyst direct the intervention process? Which tasks are the responsibility of the client? Second, the membership of the decision-making team tasked must be established. Third, the environment in which team discussions will take place needs to be discussed. What principles and norms will regulate the interactions? Finally, there is the choice about how team members will think and talk about the problem. How will team members share and exchange issues, assumptions, facts, and opinions? Underlying these design questions are the different types of expertise that the analyst and client bring to the process. Simply speaking, the client knows about the what and is responsible for delivering information pertaining to the problem. The analyst is responsible for the how by proposing a procedure and attending to process.