By Larry Dressler

ISBN-10: 1576754197

ISBN-13: 9781576754191

ISBN-10: 1576759350

ISBN-13: 9781576759356

Consensus is quickly changing into one in all enterprise' such a lot popular-but most generally mis-understood decision-making versions. by means of regarding humans within the judgements that influence their paintings, businesses enhance a passionate group of workers, person who is devoted to a destiny they have assisted in shaping. this helpful advisor leads managers, specialists, and facilitators during the consensus-building procedure. It indicates how you can keep away from universal pitfalls like fake contract and the "" phantasm of inclusion."" For an individual charged with getting teams to fruitful solution on very important matters, ""Consensus via Conversation"" bargains a useful reference.

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Additional info for Consensus Through Conversation: How to Achieve High-Commitment Decisions

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If nothing changes, what is likely to happen? Can we agree on a common statement of the issue or problem? Can we state this issue as a “how do we . . ” question? Step Two: Establish Decision Criteria This is one of the most commonly overlooked steps in consensus decision-making. The more explicit and specific you can be about decision criteria, the easier it is to shape solutions upon which the group can agree. During this step, the group discusses requirements that any proposal must meet and outcomes that any proposal must achieve.

Why is this issue important? What values must guide any decisions this group makes? What are group members’ responsibilities? How will we know when the group has completed its task? Where does this group’s decision authority begin and end? What are the ground rules for group member behavior? How do we define a consensus decision in this group? What are our time pressures or constraints? What happens if we cannot reach agreement by consensus? 24 CONSENSUS THROUGH CONVERSATION DECISION GROUP CHARTER Spider Corporation’s Waste Reduction Task Force Issue Our company has set a goal of reducing material we put into the waste stream by 50%.

Does this meet your personal needs and interests? You ARE asking • Is this a proposal with which you can live and ultimately support? • Does it meet the shared criteria for the group? • Do you believe this proposal represents the group’s best thinking at this time? • Is this the best decision for our organization and its stakeholders? In asking people to weigh in on their level of comfort and support for a proposal, there are several possible outcomes. Scenario 1. Every member of the group feels comfortable and supportive of the proposal.

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Consensus Through Conversation: How to Achieve High-Commitment Decisions by Larry Dressler


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