Consensus Poisons Dynamic Options
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Consensus Decisions:
Consensus works when issues are simple, deadlines don’t matter, everyone is an expert, and trust is high.
The pursuit of unanimity assumes the best decisions require harmony. Consensus doesn’t produce the best decision; it distills decisions to the safest option.
Complex situations have many solutions. People aren’t thinking when everyone agrees.
Disagreement is Good:
A decision requires options. Apart from options, it’s a choice.
You haven’t found the best decision when everyone agrees. You found the easiest decision.
Never make decisions until there’s disagreement. Peter Drucker said, “The first rule in decision-making is that one does not make a decision unless there is disagreement.”
Practice constructive disagreement. You’re an obstructionist if all you do is disagree. Instead of saying, “I disagree,” say “I think it would be better if…”
What’s your positive suggestion? Don’t say, “No,” say, “Yes and.” Instead of, “That won’t work,” say, “What if we…”
More:
Leadershipfreak.com
5 Dangers of Consensus Decision-Making:
1. Consensus shields the indifferent.
Sometimes consensus means people don’t care. They just agree. Don’t expect high performance from indifference.
2. Consensus protects the irresponsible.
It’s not my fault. We all agreed. The timid hide behind consensus.
3. Consensus silences dissent.
People usually agree with the boss. Team members avoid being obstacles. Power players subtly pressure people. Important perspectives are unheard.
4. Consensus empowers the wrong people.
Team members with personal agendas block progress under the guise of offering helpful suggestions. Tip: Empower the people who are doing the work.
5. Pressure to agree leads to helplessness.
“My voice doesn’t count anyway. Why bother?” When you don’t listen to people, they find destructive ways to be heard. The only powers of weakness include disruption and foot-dragging.
This article was originally published on Leadership Freak.
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