In the Great Recession, it has not been hard to picture the
following situation: The leadership team of the company is
deciding on cost reduction changes to the company. Some of the
options may be viewed as inconsistent with stated company
values. The leadership team is split on the course of action,
yet convinced that if significant changes in financial
performance do not occur, the company may fail. However,
whatever the decision, the entire company must support it and
work together to survive. This situation requires a special tool
that successful teams use: a “consensus” decision. The key is in
the need for all to support and work for together for the
successful action. This requirement of unanimous support is in
alignment with Webster’s (2nd) definition: “group solidarity in
sentiment and belief”. There is a very strong emphasis on the
solidarity. In fact, it is “active” solidarity, for once
consensus is achieved, the group’s position is solid and
unanimous. All disagreement and discussion becomes part o