When discussing organizational strategy in educational systems, each department should have autonomy to make decisions related to its area. That is why the one-question technique is extremely relevant. According to Kim & Gonzales-Black (2018), organizations can clearly identify which role, person or department has the authority to move work forward by asking one question: Which role has the authority to make this decision? This technique is very effective because it eliminates the back and forth, empowers the members of a department, makes them feel that they can act and take responsibility for their decisions.
This does not mean that they cannot consult with other departments or get feedback on how best to proceed, nor that decision making should be a one-sided process; this only means that authority is well distributed within the organization and that there is confidence in the ability of the members of the department to make the best decision to find a solution to a problem or carry out a new project. That is why the most useful consensus strategy is to identify who needs to be involved in making the decision (MacDonald, 2017). Reducing the number of people involved in making decisions and appointing the right people saves time and is likely to avoid dead ends.
Individuals place so much emphasis on consensus because it is the only way forward. Imagine two people pulling a rope by its different ends, in an eternal static state. Consensus is not only necessary; it is essential. The problem is how to achieve consensus, and what to achieve consensus on. Everyone in the organization must agree with the purpose, feel identified with that purpose, and envision the future state of the organization. When this is achieved (no matter how many small disagreements arise on the road) the consensus already exists regarding where to go, and everyone will end up pulling the rope by the same end.
It is not about imposing an opinion, it is about understanding that the diversity of opinions will always be there, and instead of fighting against it, individuals must learn to enjoy it, ask others why they have a certain opinion and listen to their arguments. The key is to always keep an open mind to possibilities never before considered.
If all team members feel confident to freely express their opinions, this is a clear sign that the organization is on the right track and that its corporate culture encourages open dialogue and critical thinking. A healthy corporate culture plays a fundamental role in achieving consensus and common goals and increasing the motivation of its members.
According to Robbins (2013), organizational culture (also known as corporate culture or company culture) is a system of shared meanings within an organization that largely determines how employees act. It is the solid foundation that provides identity and stability to the organization and is reflected in daily practices.
Organizational culture is the force that drives an organization toward its goals, and as those goals change, so does the culture. When it is said that an internal factor does not allow goals to be met or consensus to be reached, it generally refers to the organizational culture, which in turn refers to the organizational and psychological climate of the company.
References
Kim, A. & Gonzales-Black, A. (2018) The new school rules: 6 vital practices for thriving and responsive schools, 1st ed. Corwin.
MacDonald, M. (2017) Building support for change: Eight strategies to achieve consensus. https://evolllution.com/managing-institution/operations_efficiency/building-support-for-change-eight-strategies-to-achieve-consensus/
Robbins, S. (2013). Organizational Behavior, 15th ed. Pearson.