CONSENSUS MANAGEMENT
- Dr. Michael Zumtobel
Change processes with system
Consensus management is gaining ever more recognition in business as a success factor in dealing with conflicts and creating personal responsibility. Here the selective application of external moderation, individual and group discussions enhances the dialogue, cooperation and structuring capacities of the conflicting partners. The direct recourse to moderated methods makes for surprisingly quick and long term stable agreements and transfer.
Change & resistance
The working worlds of our businesses and organizations are becoming increasingly more complex.
One of the immediate consequences is the acceleration of change processes. Sensible error tolerance, on the one hand, as well as quick and constructive problem solving procedures on the other will thus be indispensable for forward looking management.
Change leads to uncertainty and produces resistance. This can range from a lack of motivation up to an active blockade of the defined goal. Mostly it is the resistance of the affected employees and management which cause change processes to fail. It makes sense, then, to pave the way to acceptance through efficient communication.
The path to consensus
Consensus management in change processes can only be efficient and successful when the strategic goals (interests) of the organization and the interests of the thereby affected people are balanced. Beginning with the cause of the resistance and its conflict potential, the various viewpoints on the problem from all parties concerned are frankly disclosed and made mutually comprehensible, and diverging interests explored.
Negotiation & Consensus
In interest-orientated cooperation in moderated meetings the conflict partners aim for a mutual gain. Success depends on the ability of the participants to realize their own goals while at the same time meeting the other’s requirements. Divergent interests can in this way lead to mutually agreed resolution options and be set on their way to realization.
The desired result of every negotiation is a win-win situation for the conflict partners. It should preferably confer many benefits on all participants and confirm in written form the future paths to reach strategic and operating goals.
As the framework can change or certain parts of the agreement may prove unattainable, rules must be agreed upon to deal with such developments.
Transfer
The success of the agreed consensus will be visible in future negotiations and communication processes. In subsequent sittings the negotiation partners will evaluate the success of the implementation of the agreement and will make possible corrections in later negotiations.
