While the consensus process can be used in many different situations, there are other possible processes you may want to consider in certain circumstances.

In fact, any of the following can be used with the consensus process through something known as a decision rule, which is the level of agreement needed to make a decision. In some cases, a group will decide that consensus requires unanimity. In other cases, as long as no one blocks a decision, consensus is achieved.

The consensus decision-making model is flexible and can be adapted to the group's mission and needs. However, there are a few commonalities to most consensus processes. Before you jump into a discussion of the issue, check to make sure you've set up your consensus-building plan to address the following issues.

It's not expected that all participants in the process will agree on the solution to the problem at the beginning, but they do need to agree on the values that will guide the discussion and decision in order to proceed productively. For example, participants should agree that group members won't interrupt each other or that ideas won't be criticized during an initial brainstorming round.

Since discussion of the issue is an important part of consensus decision-making, you should make sure you have enough time to discuss it fully while still implementing reasonable time limits.

Make sure to include everyone who has a legitimate interest in being part of the process. Failing to do so can harm group-member relationships and lead to decisions that aren't fully supported by all stakeholders. For example, if your non-profit organization is deciding on a new project, you may want to include volunteers and program beneficiaries in addition to professional staff.

Encourage everyone to speak up and voice their opinions. Participating actively in the discussion鈥攚hile remaining respectful of all other group members鈥攚ill result in decisions that have more universal buy-in.

In addition, encouraging everyone to participate rather than taking a more passive, observational role will avoid a situation in which the majority dominates the conversation. Often it's minority viewpoints challenging the status quo that's beneficial for insightful and creative group decisions.

Following are some of the ways that this type of decision-making can benefit local communities, business organizations, and other groups where finding agreement will result in the most effective decisions.

Getting input from all stakeholders means that the concerns of everyone involved are considered. By taking all potential stumbling blocks into account and being open to all viewpoints, decisions are likely to be better and result in fewer problems and complaints down the road.

When everyone has had a say, decisions can be implemented more effectively. Discussion fosters interpersonal connection among group members and when no one feels they've been outvoted or silenced, they're more likely to work to ensure a successful solution.

Reaching consensus is not always easy. However, asking participants to discuss an issue openly鈥攆ollowing the proper guidelines, of course鈥攈elps participants develop an understanding of each other's points of view even if some group members are not in full agreement. Group relationships can be maintained and even strengthened by the process of consensus, meeting the group's goals for the decision without unnecessary interpersonal conflict. Both the individual members of the group and the decision itself benefit from the decision-making process.

In a method like majority rule, members in the minority may not even have a chance to express their opinions or reasons for disagreeing with the majority. In the consensus process, however, discussing minority concerns is critical. Everyone has a chance to have their voice heard, and this provision motivates the whole group to listen to every member and take their concerns into account.

An open and welcoming atmosphere is a great way to come up with ideas that may seem surprising at first. After discussion, exploration of potential concerns, and revisions, the new proposal could be the type of unanticipated result that wouldn't have occurred in a simple majority voting process.

While the consensus-building process can work well for many organizations, there are times when it might not be the best solution or when seeking agreement among the whole group doesn't make sense.

For decisions that need to be made quickly, consensus decision-making may be the wrong choice. If you're facing an approaching deadline or need to take advantage of an opportunity with a limited timeframe, you may want to choose other options.

The best consensus process requires enough time to fully consider the situation and possible solutions and often involves multiple rounds of discussion. Even with time limits in place, the pressure of needing to agree right away may result in suboptimal decisions, a rushed process, or individual participants who feel that their voices weren't heard.

There can be pressure on members to go along with the group. Rather than block agreement, they may feel compelled to agree to a decision they have serious reservations about. Personal preferences can be stifled if the discussion has taken up a lot of time or group members are eager to wrap up. This can lead to dissatisfaction and less participant buy-in when the group needs to cooperatively implement the decision.

Groupthink is one of the most well-known ways that consensus decision-making can go wrong. In the 1970s, psychologist Irving Janis wrote about a group's tendency to prioritize consensus and agreement over examining an issue fully and coming to a good decision. Unlike a situation in which there is overt pressure from others to consent, in groupthink members convince themselves to stifle disagreement and may not realize that they are going along with a decision that might be nonoptimal or even potentially disastrous.

Every decision-making process will be different based on the needs of the group, but the following are some basic steps to help you keep your discussion and decision-making organized and productive.