Building Consensus: Methods and Techniques for Effective Decision-Making

1. Building Consensus

2. Overview • What is the nature of consensus? • What are methods of building consensus? Chapter 6, Lesson 3

3. Quick Write Write a brief paragraph about the last time a group of your friends decided what you would do for weekend fun. How did the group come to a decision? Did you brainstorm a list of ideas? Did one person push his or her idea until the others agreed? Or did you use some other method to agree on a plan? Chapter 6, Lesson 3

4. The Nature of Consensus • Consensusis a mutually acceptable agreement that takes into consideration the interests of all concerned parties • Consensus is often the product of brainstorming • Consensus may sometimes involve a lot of talking, but it is not total agreement Chapter 6, Lesson 3

5. Henley High Adopt-a-Road Project Chapter 6, Lesson 3 Photo courtesy of Thinkstock.com Images

6. Unilateral Decision • A unilateral decision is a one-way decision usually made by the leader or a dominant team member Chapter 6, Lesson 3 Photo courtesy of Clipart.com

7. Benefits of Consensus • Gives people the sense they are part of the solution • Leads to creative, responsive decisions • Increases group member buy-in • Encourages participation in meetings • Keeps a group alive • Takes the burden of decision making off the leader • Leads to more-effective team performance Chapter 6, Lesson 3

8. Methods of Building Consensus • Besides brainstorming, four other methods to build consensus are: Active listening Being a good listener Knowing how to compromise Asking good questions Chapter 6, Lesson 3

9. Active Listening • Active listening is two-way communication • You pay full attention to what people say and ask questions if you don’t understand • Active listening actually requires active seeing • As you’ve learned, sometimes people talk even when they’re not saying anything • You have to be patient and “read” people—their motions, their faces, their eyes, and their body language Chapter 6, Lesson 3

10. Active-Listening Skills • Avoid distraction • Make eye contact • Let the other person speak • Listen for both facts and feelings • Use body language effectively • Acknowledge what the other person says • Ask good questions • Smile appropriately Chapter 6, Lesson 3 Photo courtesy of Clipart.com

11. Negotiating Productively • Negotiation is the process of bringing about a fair settlement through discussion and agreement • It comes from a Latin word that means “to carry on business” • Productive negotiations are an art because leaders must oversee them with skill and sensitivity Chapter 6, Lesson 3

12. Negotiating Productively • Negotiations can be difficult; participants often hold strong opinions • To keep things moving, many negotiators seek the services of an arbitrator • Anarbitrator is a person chosen by both sides in a dispute who hears details of the dispute and gives a decision to settle it • Most teams do not need an arbitrator, but all teams need firm leadership Chapter 6, Lesson 3

13. Techniques for Leading Negotiations • Adopt a “win-win” attitude—assume everyone will get something of value • Stay flexible—be open to suggestions or offers from both sides • Say “we” instead of “you” and “they” • Don’t talk specifics, such as numbers or amounts, immediately • Let both sides fully explain their positions, needs, and offers Chapter 6, Lesson 3

14. Techniques for Leading Negotiations • Stay as objective as possible—discourage strong emotion and focus on facts • Don’t let parties get hung up on details • Use the “parking lot” approach—if members can’t agree on a specific issue, “park it” and come back later • Don’t try to fix everything in the parties’ positions Chapter 6, Lesson 3

15. Compromising • A compromise is an agreement between opposing parties to settle a dispute or reach a settlement in which each side gives some ground • In a compromise, none of the parties gets exactly what it wants • Each party concedes, or yields, something to the other • Following a successful compromise, all parties feel they’ve had to sacrifice something • At the same time, they feel they got a fair deal Chapter 6, Lesson 3

16. Asking Good Questions • Here are some examples of the types of questions Jasper might ask at a steering committee meeting. Questions that: • Have a focus Ask: “What do we need to have in our supply box by Friday?” not “So what are our upcoming supply needs?” • Are closed ended, not open ended Ask: “Connie, can you tell me why you object to using plastic bags in one or two sentences?” not “Can you help me understand your point?” Chapter 6, Lesson 3

17. Asking Good Questions • Bear directly on the issue. Ask: “We have six ponchos in case of rain, don’t we?” not “Don’t you hate picking up trash in the rain?” • Are objective, not personal. Ask: “Bryan, do you have anything to add to what George said?” not “Bryan, why do you always play dumb when George talks? Chapter 6, Lesson 3

18. Review • Consensusis a mutually acceptable agreement that takes into consideration the interests of all concerned parties • Consensus may sometimes involve a lot of talking, but it is not total agreement • A unilateral decision is a one-way decision usually made by the leader or a dominant team member Chapter 6, Lesson 3

19. Review • Active listening produces mutual respect between listener and speaker • Negotiation is the process of bringing about a fair settlement through discussion and agreement • A compromise is an agreement between opposing parties to settle a dispute or reach a settlement in which each side gives some ground Chapter 6, Lesson 3

20. Review • To be a consensus builder, a leader must be able to ask good questions and persuade team members to express their opinions honestly Chapter 6, Lesson 3 Photo courtesy of Clipart.com

21. Summary • What is the nature of consensus? • What are methods of building consensus? Chapter 6, Lesson 3

22. Next • Today—building consensus • Next—leadership factors Graphic courtesy of Clipart.com Chapter 6, Lesson 3