Achieving Organizational Consensus with Respect to R&D Project Selection Criteria

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Abstract
An impact method for achieving organizational consensus was used in specifying R&D project selection criteria at four different organizations. The method consists of the repeated use of a paired comparison instrument, with group discussions and member interactions. High levels of shared values, consensus and member satisfactions were achieved at two of the four organizations. Legitimized leadership, a willingness to engage in confrontations and a high awareness of the larger needs of the total organization existed at these two. By contrast, in the other two organizations the absence of a single strong leader and a clear unity of purpose inhibited consensus. It was concluded that the impact method may be generally useful for disclosing hidden value conflicts. However, the achievement of high levels of shared values and decision consensus may be inhibited where either a strong central leader is lacking or where individuals are unclear about the nature of the larger goals of the total organization.

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