Tag Archives: agreement

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team agreement

Team Agreement or Agree to Disagree?

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When you’re seeking buy-in do you get team agreement or are people agreeing to disagree?

Chances are really good that any time you have two or more people working together eventually you’ll disagree about something.

When working with groups and teams on conflict I always suggest that conflict is a natural part of people working together. How they choose to manage conflict will determine if it becomes harmful.

Team Agreement

Why do we disagree?

It is an interesting dynamic because many businesses claim that they are seeking to hire employees who are the perfect fit. Often the expression of fit is not about competencies or skills, it is more about values, beliefs, and perspective.

Boards of directors often take a similar position. They often seek people for board seats because they want to achieve agreement on difficult issues. When the board approves a motion, it must be the correct decision. Board members with differing opinions need not apply.

Yet, the pull to the push is that diversity of opinion may make us stronger.

Decision by consensus may quickly come to mind. True decision by consensus is not about majority vote, it is not popular opinion. Decision by consensus means that a group has complete agreement about the decision.

As you may quickly realize, true decision by consensus is often hard to attain.

Should we agree to disagree?

Agreeing to Disagree

I believe that agreeing to disagree is a good temporary patch to a disagreement that may be about to explode in to a harmful argument. One important aspect of agreeing to disagree is that it is not a win-win solution.

What do you do when the team cannot agree? Are the minority members shunned into silence or forced to vote to the affirmative?

We can suggest that some group members may lack experience, understanding, or that they simply have a closed-mind. Most commonly, we suggest that they are wrong.

Achieving team agreement may be a delicate balance of give and take.

Decide on where you will give.


Dennis E. Gilbert is a business consultant, speaker (CSPTM), and culture expert. He is a five-time author and the founder of Appreciative Strategies, LLC. His business focuses on positive human performance improvement solutions through Appreciative Strategies®. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

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Does Agreement Create Buy-in?

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If everyone agrees with the change effort are they also bought in?

business people group on meeting at modern bright office

Groups and organizations processing through a significant change are nearly as unique as a finger print. As organizations commit to pivoting to new or different technology, changing policy or procedures, or even a significant cultural shift they are definitely not a one size (or shape) fits all.

Groups of people and an organizational culture is something that is developed over time. It is based on collections of values and belief systems, and is closely connected with habits, traditions, and common outcomes.

If your team agrees on a significant change happening in your workplace, are they also bought in? Some might quickly say yes, but hold on for a minute, is agreement the same as buy-in?

Establishing Agreement

If your team or workplace is struggling with a problem it might be easy to build agreement that a change is necessary. In fact, many people will often feel that a change is overdue.

Whether they like change, or they do not, they might believe that it is the best or only course of action, and just because change is required it doesn’t mean that everyone will like it but they still may feel it is necessary.

Creating Buy-in

Creating buy-in is almost always more challenging than obtaining agreement. There are many things to consider when trying to create or improve buy-in for a particular change.

Buy-in is typically not something that you can snap your fingers and it is finished. You can’t just hold a team meeting, a staff meeting, or an all-company meeting and expect to achieve it.

Too often supervisors, managers, or even the CEO become convinced that people are bought-in for a change effort when in fact, they’ve only reached agreement that a change is required.

Get Both

Some believe it is a two-step process. First, you have to establish agreement that a change is necessary, and second you have to build or create the buy-in for a prescribed change.

Agreement on a change may lead to buy-in but never confuse the idea of agreement with meaning that people are also bought-in.

If you’re going to have a successful transition and truly achieve change, you should be sure to get both.


See also: Did You Create Buy-in? and 5 Tips to Create Buy-in for Change.

Dennis E. Gilbert is a business consultant, speaker (CSPTM), and corporate trainer that specializes in helping businesses and individuals accelerate their leadership, their team, and their success. He is a four-time author and some of his work includes, Forgotten Respect, Navigating A Multigenerational Workforce and Pivot and Accelerate, The Next Move Is Yours! Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

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Say Something

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“I didn’t like what I heard, but I didn’t say anything.”

“I wasn’t sure I agreed, but I thought it was best to keep quiet.”

“Everyone in the group was already on board; I didn’t want to be the only one to disagree.”

meeting-room-10270_640 (1)

When you roll with it, go with the flow, or think you’ve disagreed by saying nothing, think again. People often read, hear, and see only what they want. Their efforts to build acceptance, gain a following, and discover evidence that supports their plan, goal, or ideology often develops from those who say nothing.

When you say nothing, you most likely convey agreement or acceptance.

Maybe it is time—say something.


Photo Credit: Public Domain Image from Pixabay.com

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