The Concept of Lazy Consensus in Projects

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)

·         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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