Once a decision is made by consensus, of course, its implementation is assured, while decisions reached on a unilateral basis have no such group commitment behind them. Even decisions reached by a majority vote may be difficult to implement, for the assumption that the minority, once voted down, will cheerfully support the majority position is often dubious. Finally, because a group that uses consensus to make decisions is one that is aware of its own process, only it can learn from experience. Most decision-making groups that do not engage in consensus decision make are constantly engaged in power struggles or in developing majority support; each new decision is a new power struggle, a new vote.
Consensus decision-making is difficult and, initially, time consuming; but its results, in the long run, are worth the effort. Moreover, it can be learned. This is a critical, appreciative assumption regarding the skills and motives of group members. If decision-makers and decision-making groups genuinely wish to become more effective, they can become aware of their own processes and can find in consensus decision-making a viable alternative to other patterns.
Concluding Comments
The multi-dimension approach to empowerment that we have described in this essay is appreciative in at least five different ways. First, this multi-dimensional approach to empowerment brings out the latent strengths and resources of all group members. Using this approach, one begins with the assumption that each group member has skills, knowledge and aptitudes that can be of great benefit to the group.
Given this assumption, it is imperative that group members appreciate these talents, and that the environment of the group is conducive to the display and nurturing of these talents. Just as negative assumptions can be self-fulfilling, so can positive assumptions regarding strengths and competencies. Effective and empowering group leaders discover and foster talents in all members of the group—including themselves!
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