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Optimize for collective wisdom
Many organizations swing between two extremes in decision-making: imposing decisions from the top or insisting on unanimous agreement. Both approaches can undermine momentum and morale. Yet there is a more effective middle way. By treating consent (“I can live with this”) and consensus (“I actively support this”) as distinct but complementary standards, groups can learn to move swiftly on day-to-day issues while reserving deeper deliberation for strategic or mission-critical choices.
When every decision requires consensus, teams risk getting stuck in endless debate. Minor operational matters become drawn-out controversies, leading to fatigue and watered-down compromises. Conversely, if an organization defaults to mere consent for everything—even high-stakes initiatives—it won’t build the strong collective ownership essential for successful implementation. Big moves that shape identity or values often require more robust alignment than “fine, whatever.”