When groups confront controversial decisions, differences can sometimes create fractures that make consensus decisions difficult. Typically, even when there is agreement on some factors, groups have difficulty adopting the narrow parts of the issue about which there is agreement. What follows is an exploration of some reasons for this difficulty, with suggestions for dealing with it. We'll use the term C-Issues to denote those issues about which there is Consensus, and D-Issues to denote those issues about which there is Disagreement.
In this Part I, we focus on what moves opinion minorities — those who withhold agreement on D-Issues and who are in the minority.
- Acknowledge concerns of opinion minorities
- In group discussions, members of opinion minorities — the dissenters — sometimes feel isolated and weak. Holders of minority opinions about D-Issues sometimes feel that if they give their consent to the C-Issues, the majority will have gained what it wanted without having given anything in return. In their own eyes, then, the members of an opinion minority can appear weak, and in some cases, foolish.
- The group can address this problem by taking into account some of the important concerns of the opinion minority. For example, they can adjust the framing of some of the D-Issues. If the group then adopts the new framing, even without reaching a decision on the reframed issues, the opinion minority might be moved to agree to some part of the C-Issues. The goal is to take an action that acknowledges in a material way the viewpoint of the opinion minority, so that they feel heard and so that they are, in fact, heard. Think broadly — what is changed can be anything that alleviates the minority's feelings of weakness or isolation. It need not be related to the issue at hand.
- Ban pressuring members of opinion minorities
- If the group has faced similar situations in the past, its past behavior can be a contributing cause of the current impasse. For instance, suppose that in the past, after reaching agreement on the C-Issues, group members pressured other group members with respect to the D-Issues. As a consequence, some group members might be withholding consent on C-Issues in the present instance as a tactic for avoiding being pressured with respect to the D-Issues.
- That is, Take an action that acknowledges
in a material way the viewpoint
of the opinion minoritythe source of the impasse might not be the questions under discussion. Rather, the source might be past pressuring behavior. If so, the group cannot resolve hurt feelings and bitterness from those past events through discussion of the current questions. Instead, it must address that past behavior directly, returning to the issue at hand only after reaching agreement that pressure tactics are unacceptable.
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!
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More articles on Conflict Management:
- In the Groove
- Under stress, we sometimes make choices that we later regret. And we wonder, "Will I ever learn?"
Fortunately, the problem usually isn't a failure to learn. Changing just takes practice.
- Divisive Debates and Virulent Victories
- When groups decide divisive issues, harmful effects can linger for weeks, months, or forever. Although
those who prevail might be ready to "move on," others might feel so alienated that they experience
even daily routine as fresh insult and disparagement. How a group handles divisive issues can determine
- Obstructionist Tactics: I
- Teams and groups depend for their success on highly effective cooperation between their members. If
even one person is unable or unwilling to cooperate, the team's performance is limited. What tactics
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- New Ideas: Judging
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sometimes reject perfectly good ideas, while accepting some really boneheaded ones. How can we judge
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- Pariah Professions: II
- In some organizations entire professions are regarded as pariahs — outsiders. They're expected
to perform functions that the organization does need, but their relationships with others in the organization
are strained at best. When pariahdom is tolerated, organizational performance suffers.
Forthcoming issues of Point Lookout
- Coming June 28: Tackling Hard Problems: I
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- And on July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
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speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
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As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
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