Impasses in Group Decision-Making: I

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.

Next time, we'll examine some of the tactics that appear when some members withhold their agreement.  Next in this series  Top    Next Issue

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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. Here's a date for this program:

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