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Summer 2005
Why Don't You Want What I Want?: Book Review
Consensus Decision Making and Your Team
What to Do When Your Team Is Stuck!
"The wrong way always seems the more reasonable."
~George Moore
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"The Westerner and the Japanese man mean something different when they talk of 'making a decision.' In the West, all the emphasis is on the answer to the question.
To the Japanese, however, the important element in decision making is defining the question. The crucial steps are to decide whether there is a need for a decision and what the decision is about. And it is in that step that the Japanese aim at attaining consensus. Indeed, it is this step that, to the Japanese, is the essence of decision.
The answer to the question (what the West considers the decision) follows from its definition. During the process that precedes the decision, no mention is made of what the answer might be. . . . Thus the whole process is focused on finding out what the decision is really about, not what the decision should be.
~ Peter Drucker
Consensus Decision Making and Your Team
Consensus is a process for group decision-making. It is a method by which an entire group of people can come to an understanding. The input and ideas of all participants are gathered, synthesized and debated to arrive at a final decision that is supported by all. Through consensus, we are not only working to achieve better solutions, but also to promote the growth of community and trust.
With consensus people can and should work through differences and reach a mutually satisfactory position. It is possible for one person's insights or strongly held beliefs to sway the whole group. No ideas are lost, each member's input is valued as part of the solution.
A group committed to consensus may utilize other forms of decision making (individual, compromise, majority rules) when appropriate; however, a group that has adopted a consensus model will use that process for any item that brings up a lot of emotions, is something that concerns people's ethics, politics, morals or other areas where there is much investment.
Consensus does not mean that everyone thinks that the decision made is necessarily the best one possible, or even that they are sure it will work. What it does mean is that in coming to that decision, no one felt that her/his position on the matter was misunderstood or that it wasn't given a proper hearing. Hopefully, everyone will think it is the best decision; this often happens because, when it works, collective intelligence does come up with better solutions than could individuals.
Consensus takes more time and member skill, but uses lots of resources before a decision is made, creates commitment to the decision and often facilitates creative decision. It gives everyone some experience with new processes of interaction and conflict resolution, which is basic but important skill-building. Consensus and conflict are often close companions. For consensus to be a positive experience, it is best if the group has:
- common values,
- some skill in group process and conflict resolution, or a commitment to let these be facilitated,
- commitment and responsibility to the group by its members, and
- sufficient time for everyone to participate in the process.
Make sure everyone is heard from and feels listened to. Avoid arguing for your own position. Present your position as clearly as possible. Listen to other team members’ reactions and comments to assess their understanding of your position. Consider their reactions and comments carefully before you press your own point of view further.
Do not assume that someone must win and someone must lose when a discussion reaches a stalemate (See What to Do When Your Team Gets Stuck). Instead, look for the next most acceptable alternatives for all parties. Try to think creatively. Explore what possibilities exist if certain constraints were removed.
© 2005 Adventure Associates, Inc.
