Leadership

Aside from these abstract factors, one must consider the practical matter of the facilitation process. A hierarchical point of view is that leadership or management of the process (as opposed to leadership of a faction or party) is required.

The role of a facilitator in a consensus decision-making process can be much more difficult than that of a simple-majority-party leader if group members distrust each other or unconsciously use manipulative techniques. For a proponent of any given alternative, reducing objections to their plan by eliciting information or preferences from proponents of other alternatives is difficult if people distrust each other. Manipulative opponents can find it advantageous to misrepresent their concerns or refuse to negotiate - an analogous problem to that of strategic voting. For these reasons, consensus processes usually require trust among participants and skilled, patient facilitators able to synthesise the state of a proposal.

An argument against consensus decision is that few motivated facilitators are willing to assign themselves a role guiding processes rather than pursuing and promoting specific measures empowering themselves. Dee Hock said of his role at Visa International - an organisation focused on making profit - that it was something that anyone could do, but almost no one learned to do well, and which was largely thankless. Similar sentiments have been echoed by many "leaders" of organizations committed to peace, ecology, and social justice, which tend to have diffuse benefits, and concentrated costs (an instance of the tragedy of the commons issue in political economy, and of the public good problem).

However, leaderless organisations committed to peace, ecology, and social justice, where trust builds up and where different participants are encouraged to learn facilitation skills, find that consensus decision making is a practical and powerful tool. An example of a prominent organization that uses consensus-seeking decision-making is the Green Party.

Some organizations have abandoned consensus decision-making for simple majority, judging that the difficulty of building a process to formally weigh all of these factors is not worth it, and that these factors can be handled better informally (i.e. in offline discussions before and after debate) than through the process of consensus itself, at the risk of creating a de facto clique that makes the real decisions.

An important issue for groups to consider, before considering a consensus decision-making process, is the feasibility of building up sufficient trust among participants and the willingness of participants to learn facilitation skills, and whether or not these are compatible with the operational structure of the organisation. For example, an organisation with a President who hierarchically controls operations could only be compatible with consensus decision-making if the President could be expected to sincerely respect the consensus decision-making process.

It has been claimed that it would be intrinsically difficult for a competitive organisation to use consensus decision-making, since consensus is a cooperative process, not a competitive process. There does not seem to be consensus on whether or not an organization focused on competition with other organizations can be internally cooperative.