Lazy Consensus means to assume common sense between people that are communicating until you learn that there is a dissent. You don`t discuss and approve a plan or a suggestion unless you get other signals or hints. That practice helps you to get on with your teamwork and not become inefficient because of endless discussions.
You can operate
on lazy consensus if you are sure that there is no important dissent – but only
if you are equally prepared to roll back as soon as a valid disaccord is
raised.
If you identify
dissent you should move to a concept of active consensus creation, sometimes even use
techniques of conflict management.
To apply this
concept you need some explicit or implicit rules:
·
Everybody can assume consensus unless anybody gives a
signal of disagreement
(J: Nearly all human beings practice this procedure as long as they trust each other)
(J: Nearly all human beings practice this procedure as long as they trust each other)
·
Anyone with serious concerns has to put them up for
discussion. It´s not o.k. to do so in a hidden way.
·
We discuss each serious concern that arises before
getting on with the meeting or work in an appreciative mode on eyelevel.
·
Silence indicates implicit consensus
It is important to consider the cultural
background of all people involved, if you want to rely on these rules. A lot of
cultures are not used to address concerns without the fear of loosing ones
face. In that case, it’s crucial to give explicit instructions to be open and possibly
confrontational, too.
To work in the mode of lazy consensus, it`s
mandatory to create a culture of trust, appreciation, mindfulness, listening to
each other and openness.
Approving these implicit rules will give
the parties involved regular opportunities to detect and address dissent: ask
for feedback from time to time with open questions.
The advantage of the concept of lazy
consensus is that a group is always able to move forward: very quick, when
there are no objections - and a little slower with a learning curve when there
is a valid concern to be discussed. That usually saves a lot of time und
prevents endless discussions - even if not everybody is able to express her specific
opinion. It also helps avoiding resistance because of concerns from important
stakeholders not being heard and considered.
You can even rely on this concept if formal
and informal leaders, who dominate the decision making process, enjoy
acceptance of a group. Assess regularly if that acceptance is, in fact, given.
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