http://www.pmhut.com/consensus-and-compromise-in-project-management Mon, 21 May 2012 14:55:41 +0000 http://wordpress.org/?v=abc hourly 1 http://www.pmhut.com/consensus-and-compromise-in-project-management/comment-page-1#comment-15358 michel operto Wed, 13 Jan 2010 16:11:03 +0000 http://www.pmhut.com/?p=4568#comment-15358 Hello Susan, I agree with your post as it relates to what I call STRONG consensus and its value. However, it is my experience in large corporations that consensus are most often soft, weak, very weak in fact... i.e. the people do not dare to object and let the decision be made without really committing themselves to it. A good compromise is often better that such a weak consensus. Don't you think? Michel. Hello Susan, I agree with your post as it relates to what I call STRONG consensus and its value. However, it is my experience in large corporations that consensus are most often soft, weak, very weak in fact… i.e. the people do not dare to object and let the decision be made without really committing themselves to it. A good compromise is often better that such a weak consensus. Don’t you think? Michel.

]]> http://www.pmhut.com/consensus-and-compromise-in-project-management/comment-page-1#comment-15311 Laura Bamberg Tue, 12 Jan 2010 16:19:49 +0000 http://www.pmhut.com/?p=4568#comment-15311 Hi Susan - this was a good post. Another tactic - to start off by determining what you hope to accomplish team-wise - not the decision itself at hand. For example - do we want to build trust with this decision, learn to work together better? If so, each team member - including the project manager - should come to the table with an attitude of trust and engage each other from that basis. This is something we're trying in our own organization and we have seen good, long-lasting results from it. This doesn't mean you don't ever have to sit down to come to a consensus again, or that there are never going to be differing opinions. It does mean that when these situations come up, the team is better able to make a decision with less frustration and anger. Hi Susan - this was a good post. Another tactic - to start off by determining what you hope to accomplish team-wise - not the decision itself at hand. For example - do we want to build trust with this decision, learn to work together better? If so, each team member - including the project manager - should come to the table with an attitude of trust and engage each other from that basis. This is something we’re trying in our own organization and we have seen good, long-lasting results from it. This doesn’t mean you don’t ever have to sit down to come to a consensus again, or that there are never going to be differing opinions. It does mean that when these situations come up, the team is better able to make a decision with less frustration and anger.

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