From Patty McManus at Inter­ac­tion Asso­ciates: Failure to achieve consensus can take your company down, as leaders at a number of orga­ni­za­tions in recent history can attest. What if you were running one of those compa­nies, and you real­ized in hind­sight that the failure didn’t need to happen? Well, it doesn’t – most of the time.

Espe­cially on diffi­cult or contentious issues, consensus can take time, energy, nego­ti­a­tions, and more time. At some point, the conver­sa­tion can become stag­nant, and people just lose their will to engage with one another. Rela­tion­ships can get strained, and, ulti­mately, orga­ni­za­tions can falter. So before a leader has to call it and make a unilat­eral choice, a few tasks can increase the like­li­hood of a solid outcome that leaves the orga­ni­za­tion strong and able to take concerted action. · Go to From conflict to consensus →