Facilitating Change........

Looking at it purely from a legal perspective, when it comes to decisions, a manager will always be responsible (liable before the fact) and accountable (liable after the fact) for the decision.  That is the purpose of a manager; to make decisions.  Culture on the other hand could care less.  So, managers often look to a group for advice and even consensus, even though that does not dissolve either responsibility or accountability.  So building consensus with a group is an important process to master.  Real consensus is difficult because no matter how hard we try, individuals cannot support ideas they do not accept; and they cannot accept ideas they do not understand.  So an employee I know at the Boeing Company, Dr. Jennifer Sumner, developed a process known in as UAS.   I have used it and taught it for many years and have never experienced or been told of a single failure with the process.

First Seek Understanding.  After presenting an issue and a solution, test for understanding by asking all the group members to rate their understanding.  Have them place a post--it note on a scale drawn on a white board. The scale should run from 1 to 10, with 10 as complete understanding.  Notice if there are any mid-range or low numbers.  Find out what questions the person with a low number has.  Work through all the questions, providing simple answers.  Often, they are questions that will inform the whole group.  Test for understanding again until you are satisfied with the level of agreement.  If it turns out that a large group cannot move beyond mid scale, this issue is either too complex, the idea may be wrong, or the group maybe wrong.  It is important to know that individuals who cannot understand the issue or solution, should not be involved in the follow on steps.

Next Seek Acceptance. When it is time to move on and test the group’s general acceptance of the direction, repeat the ranking process with 10 indicating full acceptance of the direction.  This might mean there are bits with which the person disagrees, but that she or he is willing to accept the approach in order to move forward.

Finally Seek Support. Once you have decided to go forward with something, the questioning turns to support.  Support means full-hearted application of position, relationships, influence, resources, and time as needed, given one’s role in the solution necessary to get the job done. Too often, leadership groups agree to a solution and silently leave one person holding the effort.  Again, rate willingness to support from 1 to 10, with 10 meaning you will fully support the effort personally.

Each phase will surface concerns that if resolved properly help improve the quality of consensus and the effort to move forward.