Why is Building Consensus So Hard? What You Need to Know

Why Use Consensus?   Most of our clients who use consensus do so because of the belief that going through the consensus process creates buy-in. They also believe that the process increases creativity and allows all voices to be heard.

But the Problem is Time!   Most leaders who want to use consensus vastly underestimate the amount of time building consensus will take. Consequently, some participants will simply give up and agree to anything to escape the meeting.

The Earl Warren Problem.  In the landmark decision Brown vs. Board of Education, Chief Justice Earl Warren (Warren was a President Eisenhower appointee. Eisenhower called him the worst decision of his presidency). Warren knew that unanimity would be important in untangling the web of racial segregation in schools. He spent the five months between arguments and the issuance of the historic 9 to 0 vote repeatedly gathering the Justices to discuss the issues. He took one justice to lunch 20 times in order to gain his agreement. The case changed the course of history and highlighted Warren’s remarkable leadership. Consider whether you would be willing to invest the same amount of time and effort to build consensus on your issue?

What Should You Do?  

Make Sure Consensus is Appropriate. When the stakes are high and you need the buy-in of all your people, consensus may be worth the time and trouble.

Focus on Needs and Interests, Not Positions. People usually arrive with an idea of what they think should happen, or their position. Try to uncover their underlying needs and interests.

Use a Facilitator. An experienced facilitator can save you a world of hurt. They can help you frame the issues and move people through them. In addition, it’s challenging to serve as both a neutral facilitator and a participant.

Conduct a Written Survey. Meetings favor the outgoing orators of the group. They may or may not have the best ideas. A written survey allows people who like to think before they speak to consider the issues and frame their response.

Form Subgroups. If the issues are complex, you can form subgroups to deal with each one. An especially useful strategy is to combine warring parties into one group. If they can come up with a solution, the rest of the team will frequently follow along.

Allow Enough Time. Consensus takes much more time on the front end but may save you time on the back end. If you – or another leader – cram down a decision, people may grudgingly agree but drag their feet or sabotage implementation.