How to Build Consensus: A Guide

When instituting change at any organization, everything runs much more smoothly when you can come to a consensus. At a University, where employees tend to be both educated and independent, this can be difficult, but some would argue, even more important. 

Today, we’re going to provide a step-by-step guide to building consensus, and talk about how understanding politics, a concept too-often thought of as dirty deals behind closed doors, can be one of your keys to success.

Building Consensus: A Case Study

To demonstrate how politics can help you succeed, let’s look at the story of the University of Portersville. Names and places have been changed, but the concepts are real, and play out every year in universities across the country. University of Portersville is led by President Barnes, a leader who despises politics. In line with his philosophy, he recently enacted a Self-Directed Work Team system for support departments, and has given each department the opportunity to define their own work environment, and asks them to govern by consensus. 

Dr. Baker, who oversees the Personnel Department, is operating under this philosophy. But he has an idea- a new hiring process that he believes will lead to finding and hiring more qualified candidates. The new process, where employees are evaluated through a series of case demonstrations where candidates can showcase their problem-solving and creativity skills. In order to institute this change, Dr. Baker needs the approval of at least four members of his team. 

Good politics is about knowing the people who you work with. Let’s look at our cast of characters who will have a vote in the decision. 

Suzi (Assistant Personnel Director): Suzi is interested in going places. She works hard, because she knows that is one of the ways she can meet her lofty career goals. She tends to embrace change, and would be likely to vote for this change anyway. When talking to Suzi, however, Dr. Baker can improve his odds even more by showing her how this innovative new program is going to give her a wider range of experience- great for resumes. 

Biff (Personnel Technician):  Biff wants to be a real estate agent, not a personnel technician. For him, doing something new equals more work, and he really just wants to do his job. But a real estate agent needs good community contacts, and Biff does have a vested interest in public appearance. 

At the outset, it seems like Biff would vote against a policy like this, but he also knows the University President well — and knows how much he appreciates new and successful ideas. To gain Biff’s vote, Dr. Baker should talk to him about how he is hoping to institute this new program not only because he believes in it, but also emphasize how he believes the program will be well-received by leadership. 

Sally (Personnel Technician): Sally finds that the status quo doesn’t challenge her intellectually. Although she is as interested in appearances as much as she is in actual work, it won’t be hard to show Sally that supporting innovative change is GREAT for her hike up the career ladder. 

Gerry (Director): Gerry is a good employee who is close to retirement. He is unlikely to have a vested interest in any big changes, but he also doesn’t like to rock the boat. He’s not going to care about the innovative nature of the plan, but, as a man who rarely rocks the boat, he’s also not going to actively oppose the plan. Whether Gerry will vote for the change or not is a toss-up, but he won’t tank the project by speaking poorly about it, either. 

John (Recruitment Specialist): John is an employee who appreciates honesty, and despises games. For John (and all employees), it’s important to discuss the merits of the new approach. As long as Dr. Baker can maintain an appropriate level of work-life balance, John will accommodate trying Dr. Baker’s new approach. It’s also vitally important that Dr. Baker builds a genuine, trusting relationship with John. John is likely to vote for a new approach when he can respect the person who is asking. 

Flo (Recruitment Specialist): Flo wants to be a part of a positive and innovative company culture. She loves the University, and will be a fairly easy yes vote for Dr. Baker if he can show her how the change will positively impact the institution she loves. 

The Steps to Building Consensus

Step 1- Believe in your plan: This is a simple concept, but is incredibly effective, especially when you are talking to employees like Flo, Suzi and John. Politics are a natural phenomenon for humans, but nobody likes to be politicked to. Any consensus-building must start with honesty. Being honestly enthusiastic about your idea will not hinder your support by those who care less about the idea, and more about appearance, but it will gain support in those who value the idea more than the appearance. (Bolman and Deal, pg. 214)

Step 2-  Rally your team: This is where you show how your idea will help not only your organization, but your career opportunities as well. People such as Gerry, who are simply hoping to do a good job until they retire, might not care about either argument, but they will care about being part of the team where they have spent their careers. 

Step 3- Gain Community Support: In many cases, especially when working with a team that emphasizes relationships, gaining community support for a plan is important. Employees like Sally will appreciate the nod to the external appearance of the plan. 

Step 4- Watch out for the Nay-Sayers: It’s not always necessary to convert everyone to your plan. Some people will never be on board. But it is important to make sure the voices of your supporters are heard more. 

In Conclusion

Politics doesn’t have to be dirty to be effective. Building good relationships and catering your message to your audience can help you build more effective teams, promote important initiatives and help your organization be the best it can be. (Bolman and Deal, pg 211)