“A healthy community… includes conflict at its very heart, checking and correcting and enlarging the knowledge of individuals by drawing on the knowledge of the group.”
—Parker Palmer
When I first learned about consensus as an undergraduate at Whittier College, a Quaker-rooted institution, I understood it intellectually but didn’t yet grasp its power.
Consensus, I was taught, is not a battle of ideas but a shared search for truth. It’s about listening deeply and discerning what’s best for the group, even if the solution isn’t ideal for any one individual.
Thirty years later, as superintendent of a rural school district in Washington state, I found myself drawing on those early lessons in ways I never anticipated.
In March 2020, as the COVID-19 pandemic upended education, our district began remote instruction. That summer, we convened a diverse team of stakeholders to create what became the first of fourteen iterations of our “Healthy Start Plan”, a comprehensive roadmap for navigating the pandemic.
The plan addressed public health, academics, student services, workforce management, operations and technology. It was not built in isolation. It was shaped by the perspectives of educators, parents, health officials and community members.
Consensus was our compass. It helped us adapt to evolving guidance and conflicting information, and it ensured our decisions were grounded in shared understanding.
This experience taught me that leadership isn’t about having all the answers; it’s about creating space for others to contribute their knowledge and then synthesizing the larger body of information.
As superintendent, I often see the big picture, but I can miss critical details. Listening to stakeholders helps build systems that are more responsive and inclusive.
Consensus fosters trust and transparency
Daniel Coyle, in The Culture Code, emphasizes the importance of ensuring that everyone has a voice. Consensus-seeking does more than solve problems; it strengthens school culture. It fosters trust, transparency and shared ownership.
Here are some useful guiding questions when seeking consensus:
- Are there any laws or mandates we must follow, regardless of preference?
- Do we have all the voices we need at the table?
- Are we aligned in our goals and desired outcomes?
- Is there anything in the proposal that causes deep concern?
- Are there unclear elements or jargon that need clarification?
- Can we identify areas of agreement?
- Could we explore alternatives that meet all our goals?
- Is there anything we haven’t considered yet?
Even now, post-pandemic, consensus remains vital. Whether it’s collective bargaining or developing district-wide systems, the process of seeking shared understanding continues to shape our work.
However, consensus-seeking requires humility. One common pitfall is entering discussions with pre-determined outcomes. We must ask ourselves: Are we truly seeking consensus or just agreement with our own views?
Knowing when to step back
The organization Good Conflict warns against behaviors that accelerate division, especially humiliation and binary thinking. These patterns can derail progress and alienate stakeholders. As leaders, we must also personally reflect:
- Am I dying on a hill that only matters to me?
- Am I sacrificing what’s right for my pride?
- Am I humiliating anyone, even unintentionally?
- Am I engaging in “us vs. them” thinking?
- Do I recognize and respect everyone’s contributions?
Recently, I found myself frustrated in a meeting. I felt unheard on a particular issue and couldn’t let it go. During a break, I asked myself: Was I stuck on a molehill while the group was trying to climb a mountain?
Conversations with trusted colleagues helped me realize that my point, while valid, wasn’t essential to the broader goal. Letting go allowed the group to move forward and a consensus was ultimately reached.
Positional authority can make it tempting to urge our views, but true leadership lies in knowing when to step back. Consensus doesn’t mean everyone gets their way; it means that everyone is heard, and the group moves forward together.
In sum, consensus is not just a decision-making tool; it’s a cultural practice. It leads to better-informed decisions, more coherent systems and a stronger sense of community.
Especially in education, where diverse perspectives shape student success, consensus is not optional; it’s essential.
