Consensus Essay

1. What type of decision was the group instructed to reach (e.g. majority, consensus, authoritarian, etc.)

The decisions of the group is governed by a vote, majority of the votes wins the dispute. If in any case there should be an even number of votes on both sides of the decision, a conference is held where all members must speak their mind on why the decision they chose is correct. If the decision remains at a 50/50 vote,

A consultative style encourages discussion with the team; the leader presents the situation or problem and may possibly suggest a provisional decision. They then invite discussion about it and get suggestions and ideas, the leader then decides. Positives of this style include group synergy ‘none of use is as clever as all of us’, and acknowledgment that the team has something to contribute to the decision-making process. Disadvantages of this style could include slower decision making due to consultation, and the expectation of the team or individuals that they will always be consulted.

Members fail to communicate their desires and/or beliefs to one another, and, most importantly, sometimes even communicate the very opposite of their wishes based on what they assume are the desires and opinions of others. People make incorrect assumptions about consensus. Based on inaccurate perceptions and assumptions, members make a collective decision that leads to action. It is in the action that it becomes apparent that the decision is contrary to individual desires. Members experience frustration, anger, and dissatisfaction with the organization. Often this leads to the forming of sub-groups that take combative or blaming positions toward each other.

All group members enthusiastically partake in the leader’s arbitrations, and if conformity is impossible, a vote will be taken (Mc Caffery, 2004).

Group members can achieve consensus in their decision making when they follow all of these steps except

• To manage a disagreement there can be no winners or losers as the resolution must benefit all sides.

To close the gap between actual and desired performance, decisions need to be made. Decision making involves making a selection from among alternative courses of action. Implementation and evaluation of the implementation provide feedback into the next cycle of group decision making.

If issues are brought about, or arguments are carried out, then the Conference Committees are there to resolve these differences.

The communication is extensive in both directions (from employees to leaders and vice versa). This style can be particularly useful when complex decisions need to be made that require a range of specialist skills: for example, when a new ICT system needs to be put in place, and the upper management of the business is computer-illiterate. From the overall business’s point of view, job satisfaction and quality of work will improve, and participatory contributions from subordinates will be much higher. However, the decision-making process could be severely slowed down unless decision processes are streamlined. The need for consensus may avoid taking the ‘best’ decision for the business unless it is managed or limited.

The discussion is an open-process, meaning that the decision making is done amongst the group members, not just the leader. Unlike an authoritative leader, the leader of this group allows the members to be a part of his or her final say. By doing this, it helps to keep everyone on the same page and moving forward in the same direction.

Also, we would have made all decisions by consensus in order to diminish dissent amongst the group. Although debate was encouraged among team members, some decisions were inputted by a majority rule due to time

Simply put resting at a conclusion after a negotiation may not necessarily be the ideal outcome unless cooperative is achieved by both parties. Bargaining in general could involve parents, friends, teachers, spouses, employers, and so on (Anderson, 2013). Likewise companies also negotiation contracts with one another or individuals involved within the companies.

Competition is when an individual “achieves a victory through force, superior skill, or domination”. This type of approach fails to address the root cause of the conflict and suppresses the desires of other conflicting individuals; therefore resulting in future conflicts over the same issues. Collaboration is when all conflicting parties recognize something is wrong and needs attention. This is an ideal approach. When collaborating, groups respect each others ideas, opinions, and suggestions, and understand each others point of view. This allows group members to eventually accept the logic of a different point of view and accept that logic; therefore resulting in a consensus. Compromise is when each group gives up something of value to the other group. This is an appropriate approach when: there is insufficient time, issue not worth time or energy, or there’s no realistic or easy agreement.

The decision is to select an action among a number of actions that solves a given problem, that prevents a problem from happening, or that forces to apply new ideas for development. The need for understanding decision making process is increasing because the complexity of modern organizations is increasing, and because the modern organizations' effectiveness depends on the decisions made by the managers. The question is how to select the most appropriate action to solve the problem satisfying all stakeholders.