Building Consensus or Bulldozing?

"War with Iraq" -- "Investors Demand an Answer" --"Freeway to cut through Main Street" - "New tax plan sparks debate"-"Decision made to tear down landmark"

If you've read the front pages recently, chances are you have probably seen similar headlines. It's no surprise that these messages reach us. After all, conflict sells. We all like a good fight, right? People seem to thrive on such discord, expect it almost, and the media delivers. 

Americans aren't naive to discontent. The country was built on it. Our very freedom was a fight and continues to be. Our social constructs dictate choosing sides. Often the battle lines are drawn before we are consulted. It becomes simply a matter of choice. More often than not, we rally around "the good guys' side", yet in some cases, figuring out which side is holding that position may be harder than we thought. We may also steer to the side in which we see greater personal benefits or perhaps a decision might be made on personal values or principal. No matter which criterion utilized in the process it comes down to one choice.

Managers of Choice

As we have witnessed, choosing sides on an issue isn't always easy. In society our choices define us. As managers and leaders, our choices not only define us, but our choices can define an entire organization. The repercussions of the choice made can fuel the fire of conflict or provide a point for mediation. Just as with a personal decision, a leadership decision follows some sort of process. What process is chosen however, can often make or break the outcomes of such a decision. 

Some popular processes employ others within the organization to aid in the deduction, rather than having a manager bearing the decision-making prowess alone. 

One of the most widely recognized tools for positively dealing with organizational conflict is a tool known as consensus building. The success of such process is founded in the recognition that different needs and new perspectives often bring about opportunities for change. Viewed in this light, conflict, when handled properly, can serve as an important focus for positive change. Harnessing this change as a manager can breathe new life into your organization and into your decision-making process.

Before utilizing a consensus-building decision process, it is essential to determine whether or not this is a good model for your situation. Each point should be considered carefully. According sources at the University of Minnesota, consensus building should be used when:

Consensus building should not be used when:

If a decision is made to proceed with a consensus-building process, the solution is an easy to facilitate six-step process if planned and executed well:

1. Convening your Participants: Define your stakeholders that will aid in the process and bring them together. This will allow the group to meet face-to-face and can create a powerful bond between members and agreement of the issue at hand.

2. Designing a Process: Facilitation of the consensus process may require an independent facilitator or simply a group leader. As a manger, it may be appropriate to serve as a convener for the process. 

3. Defining Responsibilities: A responsible leader will ensure that the process is held according to a timeline that is realistic. Demonstrating that the process has clear milestones will keep participants motivated and active in the process. 

4. Generating Ideas: The facilitator or leader can help to guide the group in approaching the issue at hand. A number of different technique are recommended, which range from brainstorming and visioning, to developing solutions, to drafting a memorandum of understanding and revising it as a work-in-progress.

5. Developing Agreements: After potential solutions have been developed they need to be evaluated. Criteria should be determined by the participants and should be as specific as possible. Once all the solutions have been evaluated, consensus of a mutually agreeable solution can be made. 

6. Planning for Implementing: This is the final and perhaps most critical step in the consensus process. If implementation does not occur, the entire consensus process could be undermined. It is recommended that some of the participants aid in the implementation process and that continuous feedback methods be pursued to monitor the progress.

As we noted earlier, the consensus-building process doesn't apply to every conflict within an organization. However, if used effectively by managers, the process can be an outstanding tool not only for conflict resolution but also as a method for capturing employee feedback. It can be utilized as a tool for increasing employee satisfaction through active engagement and a commitment to creating an environment for positive change. 

Alyson Getty Cole specializes in human capital strategy and workforce development initiatives for THE HILL GROUP. For more information about preparing your organization to meet the challenges of your workforce, contact Alyson at 412.343.9393 or via email at acole@hillgroupinc.com.

"Consensus Building" Hubert Humphrey Institute of Public Affairs, University of Minnesota, 2001

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