In consensus decision-making, differences are welcomed because they create the opportunity to explore an idea from multiple angles. Photo: Stock.
While many leaders give up on reaching a consensus on key decisions as simply too hard, Michelle Gibbings believes with the right effort, the benefits can outweigh the difficulties.
What comes to mind when you hear the phrase “consensus decision-making”? Do you groan and think this will take too long and never get anywhere?
Consensus decision-making evokes images of long debates, often without outcomes, or agreements that have been so watered down they’re virtually meaningless. There’s also the argument that it removes personal accountability and leads to group-think.
As former United Kingdom Prime Minister Margaret Thatcher said: “To me consensus seems to be the process of abandoning all beliefs, principles, values and policies. So it is something in which no one believes and to which no one objects.”
Decision-making is a process, and it’s never a one-size-fits-all approach, which means there is a time and place to strive for consensus.
For example, in a state of emergency, you need a chain of command so it is clear who is in control.
In these situations, centralised decision-making is helpful because decisions need to be made quickly.
However, this doesn’t mean decisions are made in isolation. Data and insights are sought from the right people at the right time. It’s targeted and swift.
In other situations, where securing sustained support for the decision is essential, a consensus model of decision-making is useful.
There are four key benefits of applying a consensus decision-making approach:
Inclusivity and equal participation: At its core, consensus decision-making is about inclusivity.
Every group member is encouraged to voice his or her opinions and concerns, ensuring that all perspectives are considered.
This can lead to more well-rounded and thoughtful decisions as diverse views are integrated into the outcome.
Enhanced commitment and ownership: When people feel their voices have been heard and their input has shaped the decision, they are more likely to be committed to the outcome.
This sense of ownership can lead to higher engagement and motivation, as individuals feel personally invested in the outcome.
Improved relationships and group dynamics: The process of working together to reach a consensus can strengthen relationships within the group. For that to happen, the process must be based on open communication and transparency, with a safe space for people to share and raise concerns.
Better-quality decisions: Critical thinking and problem-solving are encouraged as group members work together to address concerns and find a way forward. Also, because the process involves discussion and deliberation, it enables new ideas and solutions (that might not have emerged through more traditional decision-making methods) to arise.
Even so, people shy away from consensus decision-making for several reasons: it’s too hard, time-consuming, and costly. Central to those concerns is the belief that reaching consensus means that everyone must agree on everything. That’s not the case.
Consensus decision-making is about reaching an agreement that everyone can live with. This means there may be parts that you don’t necessarily like, but you won’t object to them.
In your planning, it helps to consider the following elements:
Structure: It’s essential to establish clear guidelines. This includes defining what constitutes a consensus, how decisions will be made, and how disagreements will be handled.
A structured process helps prevent confusion and ensures everyone is on the same page. While you will spend time planning the approach, the group needs to be involved along the way. Also, allocate sufficient time for discussion and deliberation. This ensures that all perspectives are thoroughly considered and the final decision is well informed.
Skills: Effective facilitation can significantly improve the success of your process. Facilitators can help guide the discussion, keep the group focused, and ensure that everyone has an opportunity to contribute. There may be times when you will want to bring in an expert workshop facilitator to help guide the process. When I use this process with groups, the focus is on active, considered, and reflective participation.
Getting people up and moving is part of the process, as is time for quiet reflection and contemplation.
Through techniques of idea generation, sorting, and clarification, it becomes clear where there is agreement and where there are differences.
The differences are welcomed because this creates the opportunity to explore the idea from multiple angles.
On many occasions, I find the differences can be based on interpretation or terminology, or it may go deeper and be ideologically or belief-based.
Sensitivity: Creating an environment where everyone feels comfortable sharing their thoughts and opinions is crucial.
This means addressing any power imbalances so you can ensure all voices are heard, not just the loudest or most influential. Laying the groundwork for how the group works together is an important step. You want to agree on the ”how” before you get into the ”what’’.
When you think about your team and how and where you make decisions, what role could a consensus approach play?
It helps to consider this question in advance so you are applying the optimal process to the decisions that need to be made.
Michelle Gibbings is a Melbourne-based workplace expert and an award-winning author. She’s on a mission to help leaders, teams and organisations create successful workplaces – where people thrive and progress is accelerated. She can be contacted at [email protected].
