observations about playing well in the mental game in business

Contents at a Glance (by section)

 link page: Leadership and Management Development
this page is: Bruce Wilson's Notebook

In this section:
> Bruce Wilson's Notebook -- overview
> Complete List of NOTEBOOK Entries

  The one page (two sided) consensus tool "cheat sheet"

Welcome! This is Notebook entry #15 dated June 6, 2006

Bruce Wilson's notebook

Bruce Wilson's Notebook

Topics in order of date:

this page is: The one page (two sided) consensus tool "cheat sheet"
  - June 6, 2006 - (this page)

link page: Reaching Consensus -- using a five degree consensus scale
  - May 25, 2006 -

link page: Balancing cost and quality in decision-making
  - March 29, 2006 -

link page: Too much talk, not enough action: how to switch it around
  - March 3, 2006 -

link page: When to use Consensus for decision making
  - December 8, 2005 -

link page: See the complete list of entries for Bruce Wilson's Notebook (15 total)

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My previous Notebook entry describes the benefits and limitations of the five-degree consensus process that I recommend to clients who use consensus decision making as part of their repertoire of business skills.

In this entry I offer you a downloadable chart plus a condensed, one-page explanation of how to use a consensus scale which you may want to print out for your own use or e-mail to friends and co-workers for their use. (If you're really hard core, print the chart on special white-board paper for laser printers. Then you can mark and erase right on it as much as you want.)

DOWNLOAD IT HERE: > Using a five-degree consensus scale to reach consensus: the cheat sheet (in PDF Acrobat format)

To download it to your computer, right-click with your mouse (or on a Mac, option-click).

When, again, is a consensus process particularly appropriate? See my Notebook entry from December 8, 2005 for a more detailed answer to this question. In general, a consensus process may be valuable when:

  • you want a proposal examined carefully. A consensus process pushes people proposing a course of action to clarify their reasoning and pushes others to wrap their minds around the proposal, encouraging everyone to understand it, ask questions, and offer input.

  • you fear weak follow-through, and thus you want to secure support up front or quit before setting a decision up for failure. A consensus process pushes everyone in a group to assume responsibility for a decision, including follow-through down the road.

  • you aren't in a desperate hurry. Although a rapid decision may be reached by consensus, for speed alone you're frequently better off assigning a qualified solo decision maker.

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