Why Consensus Matters Now   The pandemic and its possible consequences will continue to present large shock waves of change that rock all sectors (large and small businesses, nonprofits, and government agencies). There is no immunity. The organizations that survive in a transformed landscape of new risks, challenges, and opportunities will be those with leaders who know how to guide the organization to build adaptive capacity. Some organizations will learn to thrive.

At the heart of the capacity to adapt is the organization’s ability to change direction when necessary. An adaptive organization is agile and can “pivot” to navigate around obstacles and take advantage of emerging opportunities.

This ability to shift direction and move together requires leaders who understand how to mold and sustain a working “consensus” among the leadership team, managers, employees, and strategic partners. 

This consensus includes:

• alignment in common purpose; 
• commitment to core values and principles; 
• a few major goals that unify the organization’s efforts; and 
• shared understanding of the practical strategies that will achieve the major goals.

Consensus means there is broad, shared understanding of the  answers to the three essential organizational questions: 

WHO are we? WHERE are we going? How will we get there?

What Consensus Is Not   A dictionary definition of consensus focuses on unanimity, agreement, and harmony. These words are too general to guide a leader in these extraordinary times.? 

• ?Consensus does not require unanimity. Everyone does not need to approve of or like a decision. Emphasis on the importance of unanimity presents some big risks. It could place disproportionate power in the hands of a small minority to withhold support and control the outcome. It could lead to a watered-down compromise that offends no one and assures mediocre results. 
• ?False consensus.  Too often, unanimous agreement is only the illusion of agreement. This illusion is called “group-think.” People withhold their true views to act in apparent agreement with the majority. Group-think happens because there are pressures to conform, to be seen as a loyal “team player,” or to “get in line” with the leader or the majority. 
• ?Silence does not indicate agreement!? An organization needs a psychologically safe environment that makes it possible for everyone to express candid, diverse perspectives and build meaningful consensus  
• ?Beware of simple majority votes! Even when the organization or group has formal rules that permit a majority to vote and pass a measure, it is important for an organization to patiently seek to build the degree of support that is desirable or necessary in this particular situation. A 4-3 vote by a team or Board may be legal. It may also be wholly insufficient. Without broad backing, there may be active or passive opposition, half-hearted implementation, and poor results.

What Makes Consensus Wise?    The root meaning of consensus is from the Latin ‘consentire’, to think and feel together.  Organizations, communities, and collaborative partnerships must learn together. As Dr. King’s words suggest, leaders must actively guide the process to mold a consensus.

• Value and engage diverse perspectives to think, feel, and learn together. Diverse perspectives are essential to build robust outcomes with sufficient support. Like the pieces in a mosaic, they can be shaped into an understanding of what is essential, true, and right to do. 
• Honest dialogue activates learning, increases shared understanding, and applies ethical intelligence to difficult issues.
• When a leader has the authority and responsibility to decide, it wiser to know whether there are significant concerns and a lack of support before the final decision has been made.
• Don’t move quickly to majority voting. Patiently take the time necessary to build broad support for important issues. Typically, a wise consensus requires a super-majority (3/4ths or more) of the participants. 
• Respectfully acknowledge sincere disagreement and accept different degrees of enthusiasm. Take time to carefully consider concerns and opposition. This builds psychological safety.
• At the heart of wise consensus is alignment of purpose, general acceptance of the plan or idea, and real willingness to move forward together
• Think beyond the resolution of the current issue. Recognize wise consensus as an investment in the organization’s future. Strengthen working relationships to respond to the next critical decision.
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Words of Wisdom

A genuine leader is not a searcher for consensus, but a molder of consensus.
Dr. Martin Luther King, Jr.

Practice Tip

Frame Your Decision Deliberately

Test Consensus Openly with a “Fist to Five”

This simple poll with a show of hands may not always fit inside a particular organizational culture or a particular decision making context. However, I have used it often enough in diverse organizations to recommend that you try it. After substantial discussion, it is often useful to quickly “test the waters.” A support spectrum helps everyone “see” the current level of support.

A leader can use this approach in a meeting of staff or with a leadership team to find out where people stand at this point in the discussion. If a formal vote is necessary like the vote of a board of directors, a consensus approach might include a ‘straw’ vote taken by hand with each person holding up a hand showing their current degree of support.

If any are strongly opposed or have serious reservations (zero or one), a healthy process provides another fair opportunity to fully express their concerns to make sure others understand. When concerns are well-understood, this may lead to an improved proposal or a new idea to consider. Even if nothing changes, a transparent process demonstrates respect. When people with objections are heard and can respectfully agree to disagree, it is not uncommon for a minority to step aside and gracefully accept the decision. The organization can remain united in the importance of moving forward with the mission. 

5 – Full Support  “Yes!!!”

4 – Strong Support “I’m on board.”

3 – Acceptable  “OK by me”

2 – Can live with it  “Let’s move on”

1 – Serious reservations “Count me out”

0 (Fist) – Strong opposition “NO!!!”