In looking at consensus and commitment, one must acknowledge the following factors.

Consensus

Groups perform more effectively when there is:

• equal opportunity to influence group direction;
• opportunity for leadership based on relevant expertise, knowledge and capability;
• encouragement of minority views; and
• immediate discussion and resolution of resistance or doubt.

Consensus does not necessarily mean unanimity where each person is in total agreement. Rather, it means that one can — at minimum — “live with” and visibly support the choices. In this environment, no judgment can be incorporated into the group decision until it meets with the voiced approval of each member. This requires thinking and self-examination, which again fosters creativity.

Commitment

Commitment is that highly personal feeling of belonging, and ownership of group direction. As its definition states, it is also “engagement that restricts freedom of action” (The Concise Oxford Dictionary). As such, it is necessary for each individual to accept responsibility to take whatever action is necessary to implement group choices and achieve their attendant goals.

Of course, it is rarely possible to generate all participants’ total commitment to a session’s results. It is often the case that those who “commit” most readily, decommit just as rapidly. Others who take longer, will — once committed — stay committed longer. Others, apparently committed, will be acquiescing and will be reserving their judgment until events unfold further, or will be committed in principle only, and not to the specifics. A useful way of looking at these degrees of commitment is the hierarchy of commitment and compliance.

In group sessions, it is important to get at least to “Formal Compliance” to be able to proceed with the established plan.