Understanding How To Lead Team Members To Reach Consensus

< p > when you have a a href= "//www.sjfzxm.com/news/index_c.asp" > a team of very smart and very opinionated people, tell you honestly that building consensus is very challenging, at least.

Especially when making important decisions on a controversial topic.

This is especially true when things change.

No one likes change.

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< p > I don't know how many times I have done this. Here are seven steps to solve this problem. They seem to be very effective.

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< p > strong > 1. know who you are dealing with.

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< p > you may think that everyone is in the same team, so their < a href= "//www.sjfzxm.com/news/index_c.asp" > target < /a > is the same.

If so, that's fine, but this is almost never the case.

Of course, they may say their goals are the same, but everyone has their own purposes.

This is not as vicious as it sounds.

After all, it's natural to protect your own field.

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< p > because you may be a consultant and the group may not report to you, so you have to know them individually and try to identify their interests in the matter at hand.

Ideally, you want to know exactly what kind of situation you will face at the beginning.

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< p > < strong > 2. shows everything.

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< p > you may think that keeping control of things is essential for pushing ahead.

In fact, this is true, but the way to achieve this is not to be authoritative.

Abuse of power is an inevitable solution, because it will irritate people, let them oppose you, and create negative confrontations that can disrupt the process.

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On the contrary, by sharing with them what you plan to do, ask for feedback and explain why it is meaningful for them to feel that this is their process in P.

This is your first test.

If you can't get them to agree on the process, you will need a lot of time to agree to a decision.

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< p > < strong > 3. to find out the truth.

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< p > anyway, before you go too far along that road, you must know all the facts about the situation.

This usually means meeting people on a one to one basis with confidence, rather than interrogation them in front of their colleagues.

If you ask the right questions and show genuine interest in their stories, you will be amazed at what people told you in a one to one meeting.

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< p > once you have a clear picture of what is going on, you should come to your conclusion at least on the question of how you want to see things go on.

If you know what you want people to draw conclusions, you will be more likely to plan the process and get people to agree.

This is not something that has to be done, but it is very, very helpful.

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< p > strong > 4. allows extreme people to express their thoughts.

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< p > let extreme people -- very opinionated people on both sides of the equation -- it is a good idea to say their views before you speak your argument.

The reason is twofold.

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< p > if you let them speak earlier, you and others can feel or feel comfortable with them.

Moreover, letting people speak their inner voice can relieve tension and competition.

Once the thorny issue is on the table, everyone will breathe a sigh of relief.

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P, similarly, if you suspect that there will be some tough people, you can consider doing some behind the scenes work.

This means that you have several allies to support you, so that when the dispute happens, the outsider will stand up.

When other people say the same thing, it's hard for you to stick to your stand.

Peer pressure can be very powerful, even for executives.

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< p > < strong > 5. makes it logical.

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< p > there are two types of arguments in the process of promoting the "a href=" //www.sjfzxm.com/news/index_c.asp "consensus" /a.

The first is logical or quantitative arguments, which will attract the so-called left brain thinkers.

Make sure that you have done the necessary preparations, studies and things like that and give them to them directly.

It's hard to refute hard data.

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< p > remember one thing in mind.

If you want to choose what you want to show and how you want to show it, you need to know that you may make an appeal.

You'd better have a very good reason for why you show A and omit B.

Remember this is the argument that should attract people with logic.

So it's best to be very logical.

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< p > < strong > 6. makes it privatized.

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< p > of course, the second type of argument is emotional or qualitative argument.

But the way I use it to accomplish this argument is not so obvious.

If possible, I would like to use specific anecdotes or credible individuals who can speak up to truly support my view and hit the nail on the head.

Of course, the key is to choose the most vivid and powerful stories or quotes.

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< p > for example, if you are working hard to get a management team to pass a strategic planning process, and you want the company to develop in a specific direction, this is appropriate to quote some important analysts, experts, employees and customers.

Even if the source is anonymous, when people hear what they think is an expert or a stakeholder, they will have a strong influence when they have something to say. It can influence people's views.

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< p > < strong > 7. reached an agreement.

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< p > obviously there will be disputes throughout the whole process, but most disputes will be resolved after you have completed the quantitative and qualitative analysis.

By that time, people will more or less agree with the same direction.

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< p > by then, make sure you reach an agreement by announcing that you have a plan record.

Make sure everyone knows that this is their plan, not your own plan.

Record plan contents.

The story ends.

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