12 of 12 people found the following review helpful:
5.0 out of 5 stars
Sherri Cannon, CEO, The Cannon Group, Inc., Rancho Palos Verdes, CA, November 11, 2006
This review is from: Consensus Through Conversation: How to Achieve High-Commitment Decisions (Paperback)
First, compliments to Dressler for successfully resisting the temptation to unnecessarily 'inflate' the size of this book. As a result, Consensus through Conversation is digestible during a reasonable length plane flight. What makes it worthwhile to read on your NEXT plane trip is this: unlike many authors who are intellectually sound but lack "on the ground" skills, Dressler is different. He knows how to bring about sustainable improvement in organizational productivity. Even better, he knows how to TEACH others to do the same. That's what this book does--illustrates WHY real conversation is essential to affect lasting change. And then, takes us from ivory tower to ground level by producing a tool box of diagrams, tips, do's & don'ts, and straight talk. If every author packed this much value into 77 pages, we would all spend more time IMPROVING our organizations than reading about it. Thanks for raising the bar, Larry.
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10 of 10 people found the following review helpful:
5.0 out of 5 stars
A convert to the power of consensus, November 15, 2006
This review is from: Consensus Through Conversation: How to Achieve High-Commitment Decisions (Paperback)
I began this book with a healthy dose of skepticism. On more than one occasion I've been involved in "consensus" decision-making processes that were less than stellar. (As an employee, a board member, a community member and business owner.) In the hands of an unskilled, or manipulative, or misguided (or worse, downright deceitful) facilitator a so-called consensus decision-making process can leave you feeling like your pocket has been picked. You know exactly what I mean. When you finish the "process" and feel like you've been hoodwinked into agreeing to something because:
- You didn't fully understand the scope of the issue you are supposed to be dealing with.
- People with important information about the issue weren't in the room.
- A manager who is worried about his ox getting gored has set the whole thing up to "share the blame" for some no-win problem he doesn't know how to solve.
- You could never get a word in edgewise after your first stated concern stamped you as "not a team player."
- And it was clear the boss wasn't going to go along with the decision the group made anyway!
Well, the author not only educated me about what real consensus looks like, I feel like I've been inoculated against the toxic variety. The book, as mentioned in another review, is lean and mean. But there is plenty of substance to chew on, including:
- A useful comparison of different decision making methods, along with their strengths and weaknesses.
- A clear explanation of the considerable power of a consensus process. (Not the least of which is accelerated implementation of a decision.)
- Succinct guidelines on how to start a consensus meeting off on the right foot.
- Clear suggestions on how a multi-stage consensus process can be organized.
- Specific strategies for dealing with people who engage in unproductive behavior. You know them as obstructionists, grandstanders, and those who sit silently waiting to strike with critical comments just when it seems the group is making progress.
Perhaps the greatest value I found in this book is that it will steer me away from making the same mistakes I have seen other well-intentioned decision facilitators make time and again. Like not paying attention to simple and obvious things such as laying down ground rules for how people will communicate as they work toward a consensus. The author even puts words in your mouth by giving you on-point language to use just for this and other such occasions you will encounter while leading or participating in a consensus process.
The information is so accessible and useful beyond the topic of consensus that I have no doubt that I will wear this book out in no time. The pages are already dog-eared and the spine is creased. Thankfully I haven't dropped it in the tub yet.
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6 of 6 people found the following review helpful:
5.0 out of 5 stars
review from a real-world manager, not a consultant, November 6, 2006
This review is from: Consensus Through Conversation: How to Achieve High-Commitment Decisions (Paperback)
As a medical practice administrator, I found the approach described in Dressler's book as practical and an approach I intend to use for a tough decision I am struggling with, and wondering not just "what's the answer", but "how do we decide between a number of less than ideal choices with big impacts - - and are we exploring the full universe of options?". I am excited about implementing Dressler's approach; I believe its clarity and inclusiveness will not only produce a high quality decision, but will generate benefits well beyond the decision itself.
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