Jawn Lam

Critical Consensus Constructor

Problem Solving & Decision MakingEssay3 min read

A process whereby a group can reach a decision collaboratively, with each member feeling committed to the outcome.

Builds on Jay Hall's consensus guidelines (Jay Hall and William H. Watson, Human Relations, 1970; Hall, "Decisions, Decisions, Decisions," Psychology Today, 1971) and the team-training definition of consensus that grew from them (Peter R. Scholtes, The Team Handbook, 1988), with a record sheet in the group-memory form of Michael Doyle and David Straus (How to Make Meetings Work, 1976).

What it is for

The purpose of the Critical Consensus Constructor thinking tool is to facilitate a process whereby a group can reach a decision collaboratively, with each member feeling committed to the outcome. This tool is designed to guide a team through the nuances of consensus-building, which is not about unanimous agreement but about creating collective decisions that everyone considers to be the best possible solution given the circumstances.

The tool emphasizes the importance of open dialogue, shared understanding, and the recognition of common objectives. It's structured to help teams navigate through differences, identify where they agree, find solutions to where they don't, and ultimately agree on a course of action that all feel invested in. This tool is particularly valuable in complex decision-making scenarios where buy-in from all team members is crucial for effective implementation.

The steps and corresponding actions in the tool ensure that every team member's voice is heard, that all relevant information is considered, and that the team moves forward together, even if the decision reached isn't each individual's preferred choice. The final consensus statement acts as a recorded agreement that reflects the collective will and commitment of the team.

Why use it

Consensus is a highly interactive process used to develop team decisions with a high level of commitment. Consensus is not a way to obtain total agreement among team members. It may not represent everyone's first choice of solutions, but every team member is convinced that the decision represents the "best" solution to the problem at hand.

How to use it

Consensus is about group interaction and discussion, not just following a set of ordered steps.

  1. Idea Exploration. Treat conflicts as helpful. They make sure every idea is looked at fully.
  2. Mutual Comprehension. Make sure everyone really gets what others are saying. Share all the important info.
  3. Common Ground. See what everyone agrees on and what they don't. Focus on areas where there's no agreement yet.
  4. Resolution Strategies. Figure out why there's disagreement and decide together what to do about it.
  5. Reflection Period. If there's disagreement, take a break from the discussion to think or get more information.
  6. Unified Approach. Everyone's view is important. Being open to talking and fully backing the team's decision is key.
  7. Agreement Validation. Look for signs that everyone agrees to know when to create a summary of the agreement. Ask the team to see if everyone agrees.

The record of a consensus

The sheet the group fills as it works, from the activity's objective to the final consensus statement, with each area of divergence paired with its proposed approach. Copy the canvas when you are done; nothing is saved.

Consensus Building Activity

Activity name or goal.

Objective

Define the main objective of this consensus-building activity.

Key Topics for Discussion

List out the key points that need to be addressed in the discussion.

Common Ground

Enumerate points where there is existing agreement among team members.

Areas of Divergence

Enumerate points of contention or differing opinions, and propose compromise solutions for each listed area of divergence.

Area of Divergence 1

A point of contention or differing opinion.

Potential Unified Approach 1

A compromise solution for this area.

Area of Divergence 2

A point of contention or differing opinion.

Potential Unified Approach 2

A compromise solution for this area.

Area of Divergence 3

A point of contention or differing opinion.

Potential Unified Approach 3

A compromise solution for this area.

Moving forward

Action Items

List actionable steps that have been agreed upon to move forward.

Unresolved Issues

List out issues that remain unresolved for further discussion or future meetings.

Final Consensus Statement

Craft a statement that summarizes the consensus.

CopiedCould not copy

Where it fits

The process recommends it at Selecting the Right Decision Tools, the second step of the Evaluate phase, beside the Ease-Impact Assessment Matrix and the Conversation Convergence Process. It chooses no option on its own: it is how a group that disagrees about its options reaches one decision it will back.

Related tools

Where the Conversation Convergence Process clears a misunderstanding between two people, this tool takes a whole group to a decision it commits to; the Collaborative Conversation Navigator sets the way a team talks, with no decision at the end.