Is it ever possible to create group consensus without a
little ‘groupthink’ setting in?
Well, first of all, what do these terms mean? Consensus
means to reach “general agreement” according to the Merriam-Webster dictionarydefinition.
‘Groupthink’ on the other hand is a psychological term to describe when a
group’s “strivings for unanimity override their motivation to realistically
appraise alternative courses of action”, most famously coined by Psychologist
Irving Janis in 1972.
As I mentioned in my last blog,
I recently had the pleasure of learning about Board Basics at a Vantage Point
session in Vancouver. One of the challenges for many not-for-profit organizations
is how to run an effective Board which sets the vision and mission of the
organization and drives its future. Why such a challenge? Often because there’s
a lack of clarity about the roles of Board members versus staff members, and
there’s a huge amount of grey area between the work of governance (by the
Board) and management (by the staff, headed up by an Executive Director
typically).
Many Board members are new to the role, elected for their
passion and commitment, not necessarily their experience or skillset. And
that’s a great thing – passionate people build momentum, generate enthusiasm,
and are more likely to get the job done. But when it comes to knowing exactly
where the boundaries should lie between staff and board, decision makers and
executors, there may be a case of too many followers, not enough leaders. If
this issue isn’t explored, Board discussions may turn primarily into social
events rather than generative vision-setting sessions, or at the other extreme
they may turn into raucous arguments which never reach a conclusion and there’s
only a pause because people have homes to go to. Or the group may reach consensus
because they know they need to make a decision, rather than at a time when full
exploration into alternative options has been creatively carried out.
Phew. It even sounds exhausting.
And I return to the original question. Is it ever really
possible to reach consensus without letting ‘groupthink’ set in?
Perhaps not. Perhaps there will always be a bit of
shoulder-shrugging and idea-swallowing if groups are ever going to get
decisions made, and then turned into strategies for the organization.
But there are certainly some healthier ways to run your
Board – or any group – meetings. Consider the following suggestions and keep an
eye on the situation. Knowing the challenge is half the battle. The rest is
doing something positive about it.
1. Start as you mean to continue
If you have the luxury of joining or creating a group now, consider how you can
organize roles and accountabilities, set objectives, and lay out ‘session
ground rules’ to start the meetings positively, openly and collaboratively. As
you mean to go on. Involve everyone in this process so that you can uncover individual
motivations, passions, goals and aims – and make a note to refer to them later.
2. Lead a fresh start.
If you’re already part of a group that could do with a refresh, suggest the
group holds a ‘Fresh start’ session where you cover these challenges, share
individual views, reconnect everyone to the vision, roles and accountabilities
and agree some ground rules for all future meetings. Encourage every individual
to have the opportunity to air their biggest ideas here, and put any concerns forward.
If you can all see what’s on the agenda of the people around you, you’ll be
able to work better together.
3. Set a clear agenda.
You may have a clear agenda, but as soon as one discussion starts, everyone
brings up all the other issues you’ve yet to solve. Stop. Think. Stick to the
agenda. Explore all options. And hear from everyone. But keep it focused. Giving
the group a clear objective for each meeting will avoid going round in circles.
4. Create accountability.
If you’ve led your ‘Fresh start’ session and you’ve heard each individual’s
views and motivations, why not build on this to create accountability within
the group? Warning: This could be dangerous if you don’t have a healthy, open,
creative environment because people might step onto the pedestal of their assigned
accountability and not engage with others. However, it can work to give
different people a focus and when it comes time to discuss financials (for example)
that person can lead that discussion.
5. Provide breaks.
Breaks give an opportunity for ideas to build and tensions to clear. It may
sound simple but are you providing refreshments? Is there a place to get air or
take a walk? Get the hygiene factors right and you’ll have a more focused, less
distracted, and generally happier environment when you get back down to
business.
6. Manage the process.
Try assigning someone to be the ‘Observer’ in your next meeting. As well as
being involved in discussions, their role is to note down how the process is
running, who’s contributing, who’s staying silent, how discussions go and how agreement
was reached, if at all. Take five minutes at the end of the meeting for the
observer to share what they noticed, and plan some actions for next time if
things need to change. Swap the ‘Observer’ role regularly keep the observations
fresh and objective.
7. Celebrate, Evaluate, continue
to grow.
Every few months, take the time as a group to celebrate all that you’ve
achieved. Ask each person what they’re most proud of and where their hopes are for
the future. Remember to evaluate where there could still be improvement, and plan
what you’ll do differently next week or next month. The best groups remain
dynamic, reflective, positive, open, collaborative and progressive.
Where’s your group or Board at the moment?
Where do you want to be?
What will you do tomorrow/ next month to move closer to your
goal?
Good luck and enjoy the process.
