Working Groups: Decision-Making Through Consensus
Consensus is the cooperative development of a decision that is acceptable enough so that all members of the group agree to support the decision. Consensus means that each and every person involved in decision-making has veto power. Responsible team members use power only to achieve the best results for the group's purpose, not for their own personal gain. In other words, if a team member objects, it behooves the others to find out why and give considerable thought to the concerns expressed by the dissenting member.
The remarkable result of giving individuals veto power is that they rarely use it! If participants are reassured nothing can go forward without their approval, they tend to relax, contributing more to the content and worrying less about procedural matters.
Consensus does not mean there is an absence of conflict. It does mean there is a commitment of time and energy to work through the conflict. Consensus requires taking all concerns into consideration and attempting to find the most universal decision possible. Groups able to make decisions by consensus usually demonstrate:
- Unity of purpose, a basic agreement shared by all in the group regarding goals and purpose of the group
- Commitment to the group, a belief that the group needs have priority over individual needs
- Participation, ideally no formal hierarchy equal access to power and to some degree, the group's autonomy from external hierarchic structures
- Recognition that process is as important as outcome
- Underlying attitudes of cooperation, support, trust, respect, and good communication
- Understanding and tolerance of differences, acceptance of conflicting views
- Willingness and capability to devote TIME to the process
Techniques to Facilitate Consensus
- Frame the dilemma so participants see the big picture and recognize their interdependence: What decision do we need to make and why do we need to make it?"
- Remove insecurity and make sure all participants have the same key information and have the opportunity to discuss that information together.
- Build little agreements along the way: "So we agree that this is a good way to state the problem we are trying to solve." Or, "At least we all agree that something has to be done, that things are unacceptable as they are now."
- Motivate creativity by asking, "Isn't there anything else you can suggest?" and then allow for a long pause.
- Summarize and fractionate: "This is what we agree on, and this is still in question. What are the specific causes for concern?" Or, "How can we get the benefit from doing this, but not the detriment?"
- Refer to the mission and purpose of the group for guidance: "Are we in line with what we are all about?"
- Finally, ask: "What will happen if we can't all agree?" Or, "Do you really need to make a decision on this issue?"
Framing Decisions
- Some decisions have to be answered "yes" or "no." Either we close the theater for inclement weather, or we go on with the show. The outcomes are mutually exclusive and a choice is imperative.
- There are decisions require finding a solution to a problem."What shall we do about lack of attendance at our performances?" Or, reframing the problem in the affirmative: "How can we ensure record attendance?"
- Some decisions are even more open-ended. "Which way shall we go?" Or, "What goal shall we attain?"
The important rule of thumb about good decision-making is "Do not decide prematurely." Ultimately, the thinking process for any type of decision is the same:
- Gathering and analyzing relevant information
- Careful framing of the question you want answered
- Discussing values and criteria
- Envisioning various scenarios
- Evaluating consequences of those scenarios
- Making the decision
- Refining specific aspects of the decision and ensuring its implementation
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