Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 12, Issue 42;   October 17, 2012: Impasses in Group Decision-Making: II

Impasses in Group Decision-Making: II

by

When groups can't reach agreement on all aspects of an issue, the tactics of some members can actually exacerbate disagreement. Here's Part II of an exploration of impasses, emphasizing two of the more toxic tactics.
The Bill of Rights

The Bill of Rights — the first ten amendments to the U.S. Constitution. The Bill actually was a Bill, introduced in the First Congress, and sent on after much wrangling, to the states for ratification. How it came about is a wonderful illustration of the approach to impasse that is founded on acceptance and serious consideration of the views of dissenters. Ratification of the Constitution was a controversial decision, with two views contending for dominance. The dominant group were the Federalists, who favored a strong central government and who felt that no enumeration of rights was advisable. The dissenting minority were the Anti-Federalists, who were wary of strong central government and who wanted specific protection of individual rights. Ratification of the Constitution met serious opposition in some states, including in Massachusetts. But it succeeded there based on an approach that came to be known as the Massachusetts Compromise, which enabled Anti-Federalists to vote to ratify the Constitution in exchange for a commitment by Federalists to consider the amendments that would become the Bill of Rights. This compromise was replicated in other states where ratification was problematic, and on September 13, 1788, the Constitution was finally declared ratified, albeit at that time by only 11 of the thirteen states that eventually ratified it.

The first Congress met in New York City on March 4, 1789, dominated by the Federalists, 20 to 2 in the Senate, and 48 to 11 in the House. It was this First Congress that adopted and sent to the states for ratification the Bill of Rights, which dealt specifically with the Anti-Federalists' objections. Read more about the history of the Bill of Rights. Photo courtesy US Library of Congress.

We began an exploration of impasses last time by focusing on the perspective of opinion minorities. In our scenario, we postulated that the group did have consensus on some issues, which we called the C-Issues. But there was disagreement on other issues — the D-Issues. In this Part II, we explore two tactics that tend to strengthen the impasse, preventing agreement.

Hostage tactics
Some group members believe that by taking hostages, they can compel the rest of the group to adopt a position more to their liking. The hostage of choice is often one or more of the C-Issues. In the view of the hostage takers, refusing to agree to the C-Issues exerts pressure on the rest of the group to comply with the hostage-takers' wishes. This tactic can become corrosive if members of the rest of the group press the hostage-takers to justify their opposition to the hostage C-Issues. The hostage-takers then devise arguments to justify their opposition to the C-Issues, which, often, they themselves don't believe. What little agreement there was with respect to C-Issues might then vanish. Even worse, others in the group might become intransigent, if they feel that acceding to the hostage-takers' demands will only invite further demands and further hostages, either by the hostage-takers or by others who witness the success of the hostage-takers.
Acceding to hostage-takers' demands might seem appealing, but it does usually lead to more widespread hostage taking. Because questioning the hostage-takers about C-Issues risks converting C-Issues to D-Issues, approaches to forging agreement must always focus on D-Issues. Make the concerns of the objectors visible, and deal with them substantively.
Abuse of the concept of precedent
Some group members might fear that after they agree to the C-Issues, they won't be able to influence subsequent decisions sufficiently with respect to the D-Issues. They see partial agreement as the first step on a slippery slope, fearing that others will use their partial agreement as inappropriate leverage for later decisions. In effect, they fear they might be confronted with, "I don't see what your problem is with D-Issue #3, because you agreed to C-Issue #2." That tactic can indeed be an abuse of the concept of precedent, if it relies solely on the fact of agreeing to C-Issue #2, rather than on the substance of C-Issue #2, the substance of D-Issue #3, and their connection.
If abuse of precedent Acceding to hostage-takers' demands
might seem appealing, but it does
usually lead to more
widespread hostage-taking
has occurred in the past, then certainly the concern is real, and the group must deal with it. To address the concern, the group can agree that such content-free appeals to precedents are unacceptable.

Hostage-taking by dissenters, or precedent abuse by those pressuring dissenters, are indirect attempts to gain adherents. To avoid strengthening impasses, deal directly with objections to agreement. First in this series | Next in this series Go to top Top  Next issue: Fooling Ourselves  Next Issue

101 Tips for Managing Conflict Are you fed up with tense, explosive meetings? Are you or a colleague the target of a bully? Destructive conflict can ruin organizations. But if we believe that all conflict is destructive, and that we can somehow eliminate conflict, or that conflict is an enemy of productivity, then we're in conflict with Conflict itself. Read 101 Tips for Managing Conflict to learn how to make peace with conflict and make it an organizational asset. Order Now!

Your comments are welcome

Would you like to see your comments posted here? rbrentqPGUWpuLDJuRPMEner@ChacLEqNcfTQSnPhMrgroCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Conflict Management:

Crossed riflesCaught in the Crossfire
You lead a company, a department, or a team. When two of your reports get caught up in a feud, what do you do? Let them fight it out? Order them to stop? Fire them both? Here are some tips for making a peace.
An Eastern Hog-Nosed Snake (Heterodon platirhinos) with head flattened in a threat postureReframing Hurtful Dismissiveness
Targets of dismissive remarks often feel that their concerns are being judged as unimportant, which can be painful when their concerns are real. But there is an alternative to pain. It requires a little skill and discipline, but it can work.
Firefighter lighting grass using a drip torchOvertalking: III
Overtalking other people is a practice that can be costly to organizations, even though it might confer short-term benefits on the people who engage in it. If you find that you are one who overtalks others, what can you do about it?
Six atoms in a Schrödinger "cat" statePreventing Toxic Conflict: I
Conflict resolution skills are certainly useful. Even more advantageous are toxic conflict prevention skills, and skills that keep constructive conflict from turning toxic.
An iphone 7Compulsive Talkers at Work: Peers II
Our exploration of approaches for dealing with compulsive talkers now concludes, with Part II of a set of suggestions for what to do when peers who talk compulsively interfere with your work.

See also Conflict Management and Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Probably not the kind of waiting we have in mind hereComing July 26: Strategic Waiting
Time can be a tool. Letting time pass can be a strategy for resolving problems or getting out of tight places. Waiting is an often-overlooked strategic option. Available here and by RSS on July 26.
Srinivasa RamanujanAnd on August 2: Linear Thinking Bias
When assessing the validity of problem solutions, we regard them as more valid if their discovery stories are logical, than we would if they're less than logical. This can lead to erroneous assessments, because the discovery story is not the solution. Available here and by RSS on August 2.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendimJtRVwxgBvSVStner@ChacKaQvSLPZdzrxDeUioCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

Creating High Performance Virtual Teams
Many Creating High Performance Virtual Teamspeople experience virtual teams as awkward, slow, and sometimes frustrating. Even when most team members hail from the same nation or culture, and even when they all speak the same language, geographic dispersion or the presence of employees from multiple enterprises is often enough to exclude all possibility of high performance. The problem is that we lead, manage, and support virtual teams in ways that are too much like the way we lead, manage, and support co-located teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance. Read more about this program. Here's a date for this program:

The Race to the South Pole: Ten Lessons for Project Managers
On 14The Race to the Pole: Ten Lessons for Project Managers December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough, but to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read more about this program. Here's a date for this program:

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
21st Century Business TravelAre your business trips long chains of stressful misadventures? Have you ever wondered if there's a better way to get from here to there relaxed and refreshed? First class travel is one alternative, but you can do almost as well (without the high costs) if you know the tricks of the masters of 21st-century e-enabled business travel…
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.