DECISION-MAKING STRATEGIES FACULTY TEAMS THAT REACH CONSENSUS.

DECISION-MAKING DECISION-MAKING STRATEGIESSTRATEGIES

FACULTY TEAMS THAT REACH FACULTY TEAMS THAT REACH CONSENSUSCONSENSUS

Developed from the Contents of Developed from the Contents of Reginald Leon Green’sReginald Leon Green’s

Practicing the Art of Leadership: A Practicing the Art of Leadership: A Problem-based Approach to Problem-based Approach to

Implementing the ISLLC StandardsImplementing the ISLLC Standards

Chapter 5Chapter 5

Decision-Making Decision-Making StrategiesStrategies

Leaders of learning Leaders of learning organizations are organizations are skilled in skilled in determining determining decisions that must decisions that must be made with the be made with the involvement of involvement of members of the members of the faculty.faculty.

Decision-Making Decision-Making StrategiesStrategies

This module presents strategies This module presents strategies that can be used by school leaders that can be used by school leaders to effectively involve faculty to effectively involve faculty members in the decision-making members in the decision-making process. process.

The Art of Decision The Art of Decision MakingMaking

Decision making Decision making is a skill that must is a skill that must be mastered. be mastered.

The Art of Decision The Art of Decision Making Making

There are at least three ways in There are at least three ways in which school leaders make group which school leaders make group decisions:decisions:

Autocratic DemocraticGroup

Consensus

Autocratic Group Autocratic Group DecisionsDecisions

Decisions that are made for the Decisions that are made for the group by the leader are known as group by the leader are known as autocratic decisions and are likely autocratic decisions and are likely to produce winners and losers. to produce winners and losers.

Quick decision making is an Quick decision making is an advantage of this process.advantage of this process.

Democratic Decision Democratic Decision Making Making

Democratic decision makingDemocratic decision making is a is a slow and cumbersome process. slow and cumbersome process. However, it works well for very However, it works well for very large groups, like a school faculty.large groups, like a school faculty.

With this process, there are also With this process, there are also winners and losers.winners and losers.

Decision Making by Decision Making by ConsensusConsensus

ConsensusConsensus is another form of group is another form of group decision making. It is difficult to master; decision making. It is difficult to master; however, in terms of acceptance and however, in terms of acceptance and implementation of decisions made, it is implementation of decisions made, it is the most rewarding. the most rewarding.

This method works very well for small This method works very well for small group problem-solving. group problem-solving.

Group Decision Making Group Decision Making

In a Learning Organization:In a Learning Organization:

– The final decision does not produce The final decision does not produce

winners or losers; everyone wins. winners or losers; everyone wins.

– All participants own the final decision All participants own the final decision

and willingly assist in its and willingly assist in its implementation.implementation.



– A positive atmosphere promotes a level A positive atmosphere promotes a level of trust and understanding among faculty of trust and understanding among faculty members.members.

– Disagreement is not considered a barrier Disagreement is not considered a barrier to reaching final agreement.to reaching final agreement.



– Brainstorming techniques are Brainstorming techniques are used to generate possible used to generate possible solutions without value solutions without value judgments being made as to the judgments being made as to the merit of suggested solutions.merit of suggested solutions.

Group Decision-making Group Decision-making Strategies Strategies

Keep the goal foremost in Keep the goal foremost in mind.mind.

Seek group consensus.Seek group consensus.


Move discussions to higher levels Move discussions to higher levels of generality (general ideas unite of generality (general ideas unite and specific ideas divide).and specific ideas divide).

Keep the group considering the Keep the group considering the issues, asking why, and seeking issues, asking why, and seeking common ground.common ground.

Group Decision-making Group Decision-making StrategiesStrategies

Focus the group on collecting Focus the group on collecting ideas and placing them into ideas and placing them into categories. categories.

Have the group establish some Have the group establish some criteria by which discussions are criteria by which discussions are conducted.conducted.


If the group is having difficulty, If the group is having difficulty, stop the discussion and have the stop the discussion and have the members reflect independently members reflect independently by writing down their concerns or by writing down their concerns or ideas about what is happening.ideas about what is happening.

Seeking Group ConsensusSeeking Group Consensus


To move non-supporters toward To move non-supporters toward consensus, the school leaders should consensus, the school leaders should ask questions such as:ask questions such as:– Under what conditions would you Under what conditions would you

support this solution?support this solution?– What part of the solution do you oppose?What part of the solution do you oppose?– What parts of the solution would you What parts of the solution would you

modify so you would be more modify so you would be more comfortable with the solution?comfortable with the solution?


More questions:More questions:– What would be necessary for you to What would be necessary for you to

agree with this solution?agree with this solution?– Would you be willing to live with the Would you be willing to live with the

solution for a limited time?solution for a limited time?– What would be a reasonable time What would be a reasonable time

before we reassess the decision?before we reassess the decision?– Under what conditions would you be Under what conditions would you be

willing to put aside your differences?willing to put aside your differences?


Questions to ask team members Questions to ask team members who support the solution:who support the solution:– What are you willing to do to adjust What are you willing to do to adjust

your views to respond to the your views to respond to the discomfort of those who are not yet in discomfort of those who are not yet in agreement?agreement?

– If you were not in agreement, what If you were not in agreement, what parts of the solution might be parts of the solution might be troublesome to you?troublesome to you?


One Caution: Individuals who feel One Caution: Individuals who feel as if they haven’t been heard can as if they haven’t been heard can become uncomfortable by being become uncomfortable by being singled out for this kind of singled out for this kind of attention. The facilitator needs to attention. The facilitator needs to be sensitive to that issue as well.be sensitive to that issue as well.– Honoring all voices crucial in consensus. Honoring all voices crucial in consensus. Tools for Schools Tools for Schools

(NSDC Newsletter). (NSDC Newsletter). October/November 1997, p. 8.October/November 1997, p. 8.

When There Is No When There Is No Consensus Consensus

When there is no consensus, try When there is no consensus, try these suggestions from the the these suggestions from the the NSDC’s NSDC’s School Improvement School Improvement Planning Manual:Planning Manual:

Create a compromise position and Create a compromise position and ask everyone to react to that.ask everyone to react to that.

Provide private “think time” and Provide private “think time” and begin the discussion again.begin the discussion again.

When There Is No When There Is No Consensus Consensus

Leave the issue and return to it Leave the issue and return to it later;later;

Organize small groups to reach Organize small groups to reach consensus and then begin large consensus and then begin large group discussion again;group discussion again;

Create a contradictory statement to Create a contradictory statement to refocus the discussion and identify refocus the discussion and identify real concerns, and/orreal concerns, and/or

Choose another facilitator.Choose another facilitator.

Knowing When Consensus Knowing When Consensus Is Reached Is Reached

The Consensus The Consensus Criteria:Criteria:

– Individuals Individuals acknowledge acknowledge that they believe that they believe that their point that their point of view is of view is understood.understood.

Knowing When Consensus Is Knowing When Consensus Is Reached Reached

The Consensus Criteria:The Consensus Criteria:

– Dissenting individuals agree to Dissenting individuals agree to support the idea and support the idea and acknowledge that it was reached acknowledge that it was reached openly and fairly.openly and fairly.

William Ouchi, Theory ZWilliam Ouchi, Theory Z

A Decision-Making Feedback A Decision-Making Feedback Strategy Strategy

Plus and MinusPlus and Minus

(+ (+ andand -) -)

Feedback Strategies

Prepare two sheets of Prepare two sheets of newsprint paper. newsprint paper.

Label one with a Label one with a + + and the and the

other a other a --..

Feedback Strategies

Have participants write a Have participants write a critique of the process on sticky critique of the process on sticky notes without identifying notes without identifying themselves.themselves.

Feedback Strategies

Participants should first write Participants should first write down what they liked about the down what they liked about the session and then what they session and then what they would change.would change.

Feedback Strategies Have them place Have them place

“what they liked “what they liked about the about the session” on the session” on the Plus paper and Plus paper and then “what they then “what they would change” would change” on the Minus on the Minus paper. paper.

+

-

Group DecisionsGroup Decisions

The group decision-making process The group decision-making process holds many advantages. Groups tend to holds many advantages. Groups tend to generate more ideas and make higher generate more ideas and make higher quality decisions.quality decisions.


Working with others often causes Working with others often causes members to perform better; they receive members to perform better; they receive support and encouragement and tend to support and encouragement and tend to look at alternatives more thoroughly.look at alternatives more thoroughly.


They acquire a greater understanding They acquire a greater understanding of the issues and take ownership of of the issues and take ownership of the decision, realizing they will have the decision, realizing they will have to live with the outcomes.to live with the outcomes.

ReferencesReferences Honoring all voices crucial in consensus.Honoring all voices crucial in consensus. October/November, 1997 October/November, 1997 Tools for Tools for Schools (NSDC Newsletter),Schools (NSDC Newsletter), p. 8. p. 8.

Ouchi, William, (1993). Ouchi, William, (1993). Theory Z: How Theory Z: How American Business Can Meet the American Business Can Meet the Japanese Challenge.Japanese Challenge. New York: Avon New York: Avon Books.Books.

Internet Resources for Consensus Building

Using Consensus for Decision-Making– http://www.sna.com/switp/consen.htmlhttp://www.sna.com/switp/consen.html

Consensus Decision Making– http://www.wolfenet.com/~marymc/http://www.wolfenet.com/~marymc/

consensus.htmconsensus.htm

Consensus Process– http://www.activism.net/peace/nvcdh/http://www.activism.net/peace/nvcdh/

consensus.htmconsensus.htm


Consensus Decision Making– http://www.web.net/~http://www.web.net/~lrobinsolrobinso//lconsenslconsens.html.html

Consensus Decision Making– http://www.globenet.org/horizon-local/http://www.globenet.org/horizon-local/

consent.htmlconsent.html

THE FACILITATOR TOOLBOX: "How do I get groups unstuck?"– http://www.dragonfire.net/~EOE/http://www.dragonfire.net/~EOE/

FacilitatorToolbox.htmFacilitatorToolbox.htm


Consensus: A Mini-Guide by Mark Shepard– http://www.libraries.psu.edu/iasweb/http://www.libraries.psu.edu/iasweb/

catsweb/rarebook/consent.htmcatsweb/rarebook/consent.htm

Consensus Decision Making– http://www.actupny.org/documents/http://www.actupny.org/documents/

CDdocuments/Consensus.htmlCDdocuments/Consensus.html


Using consensus for decision making: Why should a team use consensus decision making?– http://www.sna.com/switp/consen.htmlhttp://www.sna.com/switp/consen.html

Consensus Evaluation Summary for Development of New Requirements– http://nssc.llnl.gov/RuleNet/Facilitator/http://nssc.llnl.gov/RuleNet/Facilitator/

Development_Of_New_Requirements.evaluatiDevelopment_Of_New_Requirements.evaluation.1.htmlon.1.html

DECISION-MAKING STRATEGIES FACULTY TEAMS THAT REACH CONSENSUS.

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