How can you build consensus around a proposed solution?

The #1 question to answer in all consensus building is “What’s in it for me?” WIIFM. Communicate from this point of view and offer at least 3 things that benefit them, the actual process of getting to consensus or agreement will then be easy!

A goal without a vision is worthless. A goal without discipline will lead to short term actions … Why do people set goals at the start of the year but struggle to follow through with them throughout the year? Setting goals without a clear vision is futile.

Understand stakeholder perspectives deeply. Communicate transparently, emphasizing benefits. Highlight shared goals to align interests. Encourage open dialogue and active listening. Proactively address concerns with solutions. Seek common ground and incremental agreement. Use facilitation techniques for collaboration. Support with data and evidence. Implement pilot programs for viability. Acknowledge and respect diverse perspectives. Incorporate constructive feedback. Define decision-making criteria collaboratively. Celebrate achievements and milestones. Foster a collaborative and inclusive process.

Building consensus requires shifting from "selling" your solution to "co-creating" it... Actively listen to concerns, not with the intent to dismiss but to understand. Acknowledge the validity of different perspectives, and seek out common ground rather than focusing on differences. Frame the solution as a collaborative effort, inviting feedback and suggestions to refine it further. By embracing inclusivity and understanding, one can transform objections into stepping stones towards a shared, stronger solution. Consensus isn't just about agreement, it's about creating a foundation of trust and buy-in that fuels successful implementation...

Use ICA TOP Facilitation Methods for a framework to facilitate building consensus. I've used it now for 10+ years and it's by far the best tool in my toolbelt.

Absolutely! Understanding your audience allows me to give them them what they want without compromising my objective. The key is for everyone to get what they want.

Knowing your audience is very important as it will help you know the problem they are facing and the solution for the moment! Using a generic solution for a particular demographic problem might not be the best thing to do, as this might even let you lose your customers or potential users. The solution to this is doing enough research and getting to have a 1:1 conversation where necessary just so as to understand them better.

By understanding your audience's unique needs and perspectives, you can tailor your communication and strategy to effectively build consensus around the proposed solution. Recognising the roles and interests of stakeholders and identifying how the proposed solution impacts them is essential. Adapting the communication style in a way in which resonates them and customising the presentation to focus on what matters most to each audience.

Knowing your audience is pivotal in coming to a consensus. Different stakeholders and individuals have different end goals and opinions, not to mention the countless ways they believe we can reach that set goal. By identifying these stakeholders and understanding their perspectives, paves the way for positive discussion and compromise as their input is taken into consideration. Therefore, achieving a consensus by taking their input into consideration will only be possible if you know what they want.

From a professional standpoint, delving into the intricacies of stakeholder analysis is paramount in effective problem-solving. Identifying decision-makers, influencers, and end-users, along with comprehending their perspectives, needs, and pain points, adds a layer of strategic insight. This nuanced understanding not only refines your problem-solving approach but also streamlines communication. Tailoring your message to resonate with stakeholders' concerns and emphasizing the tailored benefits of your solution enhances the likelihood of successful implementation. In the professional realm, acknowledging and addressing diverse stakeholder perspectives is a strategic imperative for navigating complex problem-solving landscapes.

People desire at their core to be heard and understood. That doesn’t mean adjusting for every suggestion but giving everyone a chance to provide input and to be understood. When you achieve this it will much easier to come to a consensus.

Certainly! Seeking feedback and input from proposed solution can be started from openly inviting feedback from stakeholders by communicating clearly in a way that we value their perspective. Also asking specific questions to guide the feedback process. Creating an atmosphere where they are free to express their thoughts.

Seeking feedback in problem-solving is crucial for diverse perspectives and innovation. It broadens the understanding of issues, uncovering nuances that might be overlooked. Involving stakeholders fosters collaboration, ownership, and trust, promoting a culture of collective problem-solving. Feedback serves as a tool for continuous improvement, refining strategies based on real-world experiences. Ultimately, this inclusive approach not only enhances the quality of solutions but also cultivates adaptability and engagement within teams and organizations.

To remain relevant in a competitive ecosystem, a cycle of learning and adapting should be built into the process of implementing a solution. And feedback from stakeholders is a key component in that process not to simply gain confidence but to truly roll out effective iterations of a solution.

Entender o que o usuário precisa sempre vai ser a melhor forma de minimizar impactos nos recursos de um projeto, além de direcionar a solu??o para um caminho em que todos saem ganhando: o usuário tem suas necessidades atendidas e consequentemente metas e resultados s?o atingidos. N?o coletar o feedback e entender o que os usuários pensam é um caminho muito arriscado e incerto. A compreens?o e o respeito mútuo citado devem fazer parte do escopo de trabalho, sendo ponto impeditivo para o avan?o de etapas. Pode parecer um pouco de exagero em um primeiro momento, mas o final é muito mais recompensador.

The best way to clear up resistance is to have informal sessions with all parties before you have a meeting. Get everyone on the same page, and then validate that page officially once you have. Debating in a public meeting is not the best way to spend your time.

Similar to the change manage process, communication and buy-in are keys in this area. Being able to gain buy-in, drive change, and reduce objections/resistance is paramount to driving the change. Coaching can be another great tool in the process to dispel any resistance, and help shift outlooks. I find sharing big picture vision, goals and direction often help to innately dispel resistance and can even create an environment where these people become change agents in the process by have ownership over part of the process.

I agree and would add showing humility can play a positive role in seeking common ground and compromise. It can show respect of their perspective and your willingness to learn.

La resistencia al cambio es natural. Sin embargo, la transparencia y claridad al momento de exponer los objetivos de un proyecto, así como el tacto y la comunicación continua con las diferentes partes de una organización, son claves al momento de afrontar los cambios y ayudar a que estos puedan implantarse de forma natural y orgánica.

I don’t even agree that “address” is the correct word here, it implies the resistance is something to be dealt with, a hurdle to overcome. Resistance and objection is what causes useful conversation that ultimately makes proposed solutions better if you listen and take things on board. I’d say a lot of good solutions I’ve generated have only become great solutions because of how I have chosen to incorporate objections into the final product.

Action, they say, speaks louder than words. If you have a great idea or skill, show them how you do it instead of showing papers or speaking words. Evidence is what is needed; not a promise to be evident.

To build consensus effectively, demonstration is the best approach. This approach increases the likelihood of gaining support and buy-in for your proposed solution, turning it into a reality.

Understanding the impact of the proposed solution to the stakeholders and communicating that impact to get constructive feedback is key to establishing trust for future conversations, easing the decision-making process.

En muchas ocasiones una prueba piloto es de gran valor al momento de implementar una solución, pues permite adquirir nuevos conocimientos de los procesos y problemáticas, así como demostrar la eficacia de los cambios y procesos propuestos.

While testing, involving stakeholders is key. If they participate and observe themselves then the users voice is heard louder and clearer. A solution being accepted by users needs much lesser convincing. If they do not have the time to attend the testing sessions, sharing recordings, updating them offline or sharing some interesting observations in any form always helps.

To build a consensus around a proposed solution, consider these steps as a necessity: Communicate Clearly: Clearly articulate the proposed solution, ensuring everyone understands its key aspects. Highlight Benefits: Emphasize the benefits and positive outcomes the solution brings, aligning them with common goals. Address Concerns: Acknowledge and address any concerns or reservations team members may have. Foster an open discussion to resolve doubts. Seek Input: Encourage input from team members. Incorporate their ideas and suggestions to make the solution more inclusive. Build Trust: Establish trust by being transparent and honest. Share information that supports the proposed solution and fosters confidence.

In my experience it is crucial to also properly document the consensus gained. Often lots of time and effort goes into the above mentioned steps to get to a consensus, hence it is critical to formally document the outcome and who consented to what and why. This does not have to be a big overhead and is very helpful when some time down the line the decision is questioned or challenged. It avoids a lot of guess- and rework and potential for ?opening old wounds“ or ?going round in circles“. Being able to clearly evidence why consensus was reached on a topic and who was involved has saved me time and energy on many occasions.

In my experience consensus is always built around a vision. Showing a big picture on what the solution represents, how it brings a change in the way of doing things, how it does something that other solutions do not, how it holds utility for many end users/consumers/beneficiaries, etc. helps people visualize what it means to support such a solution. This coupled with addressing questions, providing information, staying honest and appreciating inputs makes a good human centric approach to building consensus. A healthcare diagnostic solution seeking investment requires furnishing all practical metrics but the eventual appeal to the vision of what the diagnosis achieves such as prevented illness, hospitalisation and deaths seals the deal.

Quick thing to toss into the mix—remember the power of storytelling. Like, I once turned a dry project meeting into a mini-storytime about our service journey. People connect with narratives, it's like adding the melody to your solution. Maybe throw in a nod to celebrating wins, even the small ones. It's like hitting those high notes—it boosts morale and keeps the energy up. And, oh, don't forget the post-gig analysis. Like, how did the crowd react? What can you tweak for the encore? Consider adding a line about building a consensus-friendly culture over time. It's like setting the stage for future collaborations. Cheers to creating a masterpiece together! ????

You can only connect the dots going backwards This starts with… knowing WHERE you are today. Only then can you begin to map connections