Iii) "Best-By-Consensus"

Introduction

Debating is often seen as argumentative. In fact, if you engage in vigorous debate, you can be seen as disagreeable.
"...Instead, the idea of raising objections, just going with the flow and quickly getting to a consensus is embraced. Seeking consensus has become an ubiquitous approach to decision-making and problem-solving. Everybody needs to agree. Everybody needs to be happy..."
Michelle Gibbings 2023c

At the same time, consensus building is beneficial as it can foster agreement and harmony among individuals or groups by reaching a shared understanding.

Challenges with consensus

i) fallacy of consensus (sometimes agreements are reached too quickly with little dissent or difference of opinions:
"...When team members are not willing to challenge, disagree with each other, it is a warning sign......teams need to be able to robustly discuss and disagree as part of a healthy decision-making process. Otherwise, they are prone to bias, error and groupthink..."
Michelle Gibbings 2023c)

ii) groupthink (a desire for harmony, cohesion or conformity within a group leads to poor decision making because differing opinions are not expressed; this occurs when individuals prioritise consensus over critical thinking and independent analysis:
"...the fear of being perceived as dissenters, outsiders or disrupters discourages team members from expressing differing opinions. Consequently, only a narrow range of ideas is presented..."
Michelle Gibbings 2023c)

iii) confirmation bias (people want their own ideas supported rather than have them challenged by differing points of view)
(for more detail see elsewhere in the knowledge base)

iv) lack of accountability (group decision-making means that no individual is responsible
"...Everyone is responsible for the decision, which means, in turn, that no one feels personally responsible. The end result is non--responsible decision-making..."
Andrew Hopkins as quoted by Michelle Gibbings, 2023c)

A consequence of this is that a group is more inclined to make riskier decisions than the individual!!!!

v) taking the path of least resistance (making easy and popular decisions is more likely to occur when debate is curtailed or silenced)

vi) suppression of innovation (when in uncharted territory:
"...Relying on what they have always done before and using default thinking patterns is fraught with danger. Complex and adaptive problems are not solved by the 'quick fix' or, at times, by relying on learned behaviour patterns..."
Michelle Gibbings, 2023c

Remember: decisions are not made based on facts alone; unconscious biases and mental shortcuts are also involved, ie trying to conserve energy and decide what to do in the fastest possible way.

If you want an innovative, progressive culture, you need to be challenged by diverse perspectives; this will only happen when people feel safe to share their ideas.)

vii) dominant voice (influential individuals can exert undue influence on consensus-building; as a result, marginalised perspectives can be overlooked or dismissed and/or alternative opinions silenced; need to be careful of perpetuating existing power structures and reinforcing the status quo.)

viii) embrace uncertainty (seek out new ideas, challenging discussions, etc from different people continually; encourage spirited conversations that can provide:
"...creative energy, spark new ideas, help people think more clearly about their position, and open the room to different solutions. These conversations are full of questions, additional perspectives being tabled and heard, and all participants are willing to look at issues from multiple angles. There is a safe place for difficult topics to surface, ideas to be  challenged and shared..."
Michelle Gibbings, 2023c)

Summary

"...Over time, this creates cultural norms where ideas that are shared are challenged to achieve better and more robust decisions, which is a necessary precursor for sustained organisational growth..."
Michelle Gibbings, 2023c