According to data from the Global Meetings Survey, an average of 25% of people in a meeting make no active contribution at all, therefore aren’t required.
We know that the more people that are in a meeting, the more difficult it is to reach an agreement. Even when there are just 5 people in the meeting, there are 10 points of agreement needed if there is to be universal conformity of agreement across the group.
In the Meeting Skills section, we discussed how to use voting as a decision making tool. In this section we’ve considered the most prevalent problems of large group discussions, and how to manage larger groups by breaking them down into smaller working parties. Realistically, there will be times when we may need a different approach to voting, and when we simply won’t all be able to agree, however many people are in the meeting.
So, while our focus is on meeting size, let’s think about how else the meeting leader, or facilitator, may help a group get to a decision or an agreement, that is acceptable to all.
In this situation we may choose to use consensus decision making.
Consensus decision making
A group using consensus decision making is committed to finding solutions that everyone actively supports, or at least they can live with even if it wasn’t their initial choice.
In consensus no decision is made against the will of an individual or a minority. In theory, if a concern remains unresolved, then an agreement isn’t reached, and a decision can be blocked. However, the intent is to find the best solution for everyone involved, and therefore the group must commit, and work hard, to generate a solution that is ultimately acceptable to all.
When helping a group reach consensus there are three very important points...
- It’s crucial that everyone acknowledges that consensus is about cooperation between the participants, and that everyone is equal in the process.
- Most people do not like conflict, and many will actively avoid it. In consensus all the different needs and perspectives need to be explored in order to reach an acceptable agreement.
- Absolute clarity is required about the agreement being reached, and that understanding must be shared by everyone involved. It’s necessary to test that there really is agreement before the decision is finalised.
Why use consensus decision making?
There are a number of reasons to consider:
Equality
Everyone involved in the decision making process has an equal right to have an opinion that gets heard and is taken into account. Consensus relies on all parties working together, not against each other.
Unity
Consensus relies on openness and transparency. Individuals need to be honest and open about their own needs, and they need to respect the opinions and needs of others’. This leads to greater unity and collaboration within the group.
Creativity
Consensus looks to find a solution that is acceptable by everyone. The idea is to take the best ideas from across the group and synthesise them into a solution that addresses all the key concerns while achieving the objectives and delivering the required outcomes. This approach can generate some really creative solutions that inspire both the individuals, and the group, leading to better decisions in which everyone has a vested interest.
Productivity
The reason we meet should be to get things done. If we can make better, more acceptable decisions, we improve the likelihood of commitment to implementing the decision, which includes responsibility and accountability for any associated tasks.
Inclusivity
With consensus no decision is made if an individual or a minority has significant concerns. A decision can be blocked if those concerns remain unresolved. This means that the entire group has to work together to find solutions that address all concerns, rather than ignoring, sidestepping, or overruling individual, or minority, opinions and concerns.
Consensus process flow
Step 1, Pre-meeting:
Introduce and clarify the issue / problem to be resolved.
- Describe the purpose of consensus decision-making and the process flow.
- Provide background information about the issue.
- Invite questions ahead of the meeting.
Step 2, In-meeting:
Engaging the group to open up the discussion.
- Reconfirm the consensus decision-making purpose and process flow.
- Reaffirm the issue / problem and check understanding.
- Invite all participants to share their perspectives, opinions, and needs, but refrain from solutions at this point.
Step 3, In-meeting:
Explore ideas.
- Use broad discussions.
- Invite as many ideas for different ways forward as possible.
- Engage everyone.
- Consider the pros and the cons of different options.
- Capture the concerns, needs, and objectives at an individual level.
Step 4, In-meeting:
Form a proposed solution.
- Identify a solution that needs the most critical needs of everyone involved.
- Be prepared to synthesis various ideas to create the solution.
- Clarify the proposed solution and confirm everyone’s understanding.
Step 5, In-meeting:
Review the proposed solution.
- Engage the group to look for solution amendments that will strengthen the solution and more closely align it to everyone’s needs.
- Confirm the proposed changes.
Step 6, In-meeting:
Test for agreement.
- Clearly describe the proposed solution and confirm for understanding.
- Check for real agreement. Ask direct questions to make it easier, and work from blocks to consensus e.g.
- Any blocks for the proposed solution? (An individual block stops the solution going ahead).
- Any stand-asides for the proposed solution? (An individual wishes to object, but they won’t block the proposal. They won’t implement the solution but are willing for the group to move ahead. They may stand-aside because they disagree with the decision, or because they don’t have time or desire.
- Any reservations for proposed solution? (An individual has some opposition to the solution that they want the group to acknowledge, but they will let it go ahead. They may still help implement the solution).
- Agreement for the proposed solution? (An individual supports and will implement the solution).
If there is a block, or too many stand-asides, it’s necessary to go back a step and further amend the proposed solution. When the amendments have been made, test again for agreement.
Resolving consensus blockages
In an ideal consensus process a block wouldn’t happen as all the major concerns and showstoppers have been surfaced, and addressed, ahead of the decision stage.
However, in reality, sometimes people can’t articulate their concerns clearly enough, or aren’t heard by others in the group. It’s really important that the meeting leader helps everyone to hear and to be heard as part of the process of communication, including non-verbal communication cues.
While a block is intrinsic to consensus decision-making, it’s a high stakes move. It prevents the solution being implemented, meaning it should only be used if serious concerns remain unresolved.
For consensus decision-making to work you need to be willing to:
- Collaborate to find a solution that works for everyone.
- Create a safe space where all opinions and ideas can be shared without fear of reprisal or ridicule.
- Embrace diversity for the access it provides to different and divergent ways of thinking, learning, and doing.
- Express opinions and concerns honestly and openly.
- Communicate clearly and concisely to be understood and listen actively to understand others’ views and needs.
- Accept that conflict is natural and helps to resolve issues. It’s OK to disagree, but it’s not acceptable to attack or be offensive.