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.

Harry Morgan and Henry Fonda in The Ox-Bow Incident, a 1943 film directed by William Wellman, starring Fonda and Dana Andrews. The film is based on the novel by Walter Van Tilburg Clark. It tells the story of a lynching in Nevada in 1885, in which an illegally deputized posse of 27 men and one woman hangs three innocent men. At one point in the proceedings, to confirm the posse's nerve, the ringleader calls for a majority vote, asking anyone who favors a court trial to "stand over there." One by one, seven men comply, and although they are overwhelmingly outvoted, we cannot help but feel the shock of the members of the pro-lynching faction as they discover an increasing number of dissenters in their midst. One of the dissenters is the ringleader's son.
This scene illustrates the two components of false consensus. First, it shows the disruptive effects of discovering that anyone would disagree with one's own position. Second, it shows how those who hold the conventional view tend to regard dissenters as defective. Photo courtesy U.S. Library of Congress.
False consensus is a group psychological phenomenon [Ross 1977] [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
- 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.
- Requirements
- 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.
We probably all share a false consensus about false consensus: it doesn't happen to me or to anyone I know, and those who do fall victim to it are idiots. Top
Next Issue
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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Footnotes
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Related articles
More articles on Conflict Management:
A Critique of Criticism: I
- Whether we call it "criticism" or "feedback," the receiver can sometimes experience
pain, even when the giver didn't intend harm. How does this happen? What can givers of feedback do to
increase the chance that the receiver hears the giver's message without experiencing pain?
A Critique of Criticism: II
- To make things better, we criticize, but we often miss the mark. We inflict pain without meaning to,
and some of that pain comes back to us. How can we get better outcomes, while reducing the risks of
inflicting pain?
What Is Workplace Bullying?
- We're gradually becoming aware that workplace bullying is a significant deviant pattern in workplace
relationships. To deal effectively with it, we must know how to recognize it. Here's a start.
So You Want the Bullying to End: II
- If you're the target of a workplace bully, ending the bullying can be an elusive goal. Here are some
guidelines for tactics to bring it to a close.
Project Procrastination
- Sometimes we delay dealing with one of a project's tasks because circumstances require it. At other
times, we're procrastinating — the delay makes us more comfortable or provides personal benefits.
Here are five causes of project procrastination.
See also Conflict Management and Conflict Management for more related articles.
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And on April 9: Defining Workplace Bullying
- When we set out to control the incidence of workplace bullying, problem number one is defining bullying behavior. We know much more about bullying in children than we do about adult bullying, and more about adult bullying than we know about workplace bullying. Available here and by RSS on April 9.
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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.
- Wikipedia has a nice article with a list of additional resources
- Some public libraries offer collections. Here's an example from Saskatoon.
- Check my own links collection
- LinkedIn's Office Politics discussion group