Of all the ways groups make bad decisions, false consensus is among the most difficult to detect. Bullying others and dismissing the contributions of some group members are usually obvious when they happen, but by contrast, false consensus is subtle. Even those most affected by it might be unaware.
False consensus is a group psychological phenomenon[Engelmann 2004] with two components. First, members tend to believe incorrectly that others hold opinions in agreement with their own. Second, members tend to believe that those who disagree do so because of personal defects.
This error of perception is not a personal flaw — it is a universal human trait. Wherever people work in groups or teams, false consensus can happen, more often than any of us would like.
Usually, the errors in estimating what others believe are inconsequential, but when the issue is controversial, errors matter. For instance, when a team chooses between two different strategies, members tend to guess that other members would choose as they would. And they also tend to believe that those who make the opposite choice have serious character flaws or malicious intent.
Here are four situations that present elevated risk of false consensus.
- Contracts usually contain specifically crafted language and terminology, which is inevitably subject to interpretation. Each party to the contract interprets this language in ways that seem to them to be conventional or common sense. And that's where false consensus can arise.
- By including examples and not-examples in contracts, we can reduce the likelihood of false consensus by narrowing the range of ambiguity.
- False consensus can arise in both requirements development and requirements interpretation. Any ambiguity will find people willing to adopt differing interpretations, with many believing that their interpretations are conventional, and that other interpretations are self-serving or perhaps malevolent.
- Terseness, though seemingly elegant, creates risk of false consensus. Specificity, with examples and not-examples, produces better outcomes.
- Organizational agreements
- Agreements Terseness, though seemingly
elegant, creates risk of
false consensusof any kind are fertile ground for false consensus. "We'll postpone that task if you let him work on this task now," is an example. Its ambiguity creates opportunities for false consensus. Postpone for how long? Will he be working full time now?
- Make agreements explicit and specific. Write them down in confirming email messages or posts.
- Organizational change
- In organizational change efforts, Management often desires that the Managed accept something the Managed don't actually want. Sometimes, Management encourages false consensus by creating the impression that the majority do actually want the change. It's a tempting tactic, but when people eventually figure out what's happening, trust is broken and Management loses credibility.
- A safer approach: be honest and deal with serious objections seriously.
Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!
Get the DVD: The Ox-Bow Incident. It's a short, intense film experience. Order from Amazon.com
Your comments are welcomeWould you like to see your comments posted here? rbrenpbiwNwCHjjbItLoaner@ChackmeQJAKWfJTINaqkoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Conflict Management:
- When Leaders Fight
- Organizations often pretend that feuds between leaders do not exist. But when the two most powerful
people in your organization go head-to-head, everyone in the organization suffers. How can you survive
a feud between people above you in the org chart?
- Discussion Distractions: I
- Meetings could be far more productive, if only we could learn to recognize and prevent the distractions
that lead us off topic and into the woods. Here is Part I of a small catalog of distractions frequently
seen in meetings.
- Devious Political Tactics: More from the Field Manual
- Careful observation of workplace politics reveals an assortment of devious tactics that the ruthless
use to gain advantage. Here are some of their techniques, with suggestions for effective responses.
- Reframing Hurtful Dismissiveness
- Targets of dismissive remarks often feel that their concerns are being judged as unimportant, which
can be painful when their concerns are real. But there is an alternative to pain. It requires a little
skill and discipline, but it can work.
- Social Isolation and Workplace Bullying
- Social isolation is a tactic widely used by workplace bullies. What is it? How do bullies use it? Why
do bullies use it? What can targets do about it?
Forthcoming issues of Point Lookout
- Coming May 2: Narcissistic Behavior at Work: VII
- Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing relationships, and generates toxic conflict. One class of behaviors that's especially threatening to relationships is disregard for the feelings of others. In this part of our series we examine the effects of that disregard. Available here and by RSS on May 2.
- And on May 9: Unethical Coordination
- When an internal department or an external source is charged with managing information about a large project, a conflict of interest can develop. That conflict presents opportunities for unethical behavior. What is the nature of that conflict, and what ethical breaches can occur? Available here and by RSS on May 9.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenqQFwkjQVBzSLHVsWner@ChacDCbyaUmVCACvvOnIoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.