Consensus Decision-making LO7981

Rol Fessenden (76234.3636@CompuServe.COM)
20 Jun 96 06:39:03 EDT

Replying to LO7940 --

I no longer have my original posting on this issue of consensus. However, the
situation was one in which a person was severely disrupting a team. What I
intended was that the team avoid putting itself in a position in which it ended
up hostage to that person. If, therefore, consensus requires any commitment
from that person, then consensus is not achievable.

Barry's and many other postings on this issue are valid in situations in which
there is some minimal level of cooperation within a team. However, the specific
situation was one in which a team member was destructively, abusively
dysfunctional. We are no longer dealing with normal processes here. Even the
extraordinary manager is far out of his or her depth in dealing with this kind
of person, and needs serious, professional therapeutic help. This is very
difficult terrain. Even the best of intentioned managers can do this person as
much harm as good, because this person has very serious problems. Let's not
pretend that a) these people don't exist, or b) normal management methods
suffice. Neither of these is true. This person has a serious problem,
comparable to any medical problem for which a manager would gladly step aside in
favor of having a professional take over.

Any person having dealings with this kind of person would do that person and
themselves a great favor if they seek out the advice of an expert psychologist,
preferably one who has experience dealing with these kinds of situations in a
work environment.

Please, do not underestimate the help that this person needs.

-- 

Rol Fessenden LL Bean, Inc. 76234.3636@compuserve.com

Learning-org -- An Internet Dialog on Learning Organizations For info: <rkarash@karash.com> -or- <http://world.std.com/~lo/>