About the Book
The process of making decisions is integral to life. We make decisions every day, from what to have for breakfast to critical issues of life and business. When two or more people are involved in making those decisions, the process often involves "compromise" and can be complicated by the basic give-and-take and trade-offs that are associated with this approach.
Webster's New Twentieth Century Dictionary of the English Language defines compromise in this way:
A settlement in which each side gives up some demands or makes concessions
An adjustment of opposing principles, systems, etc., in which part of each is given up
The result of such an adjustment or settlement
Something midway between different things
A laying open to danger, suspicion, or disrepute, as a compromise of one's good name, or; to surrender or give up (one's interest, principles, etc.)
Compromise necessarily, then, leads to a result that has the great risk of being suboptimal because the concessions made can easily preclude consideration of alternatives and important viewpoints. One of the factors that those who promote compromise as a means of making decisions use as justification is that each side gives up something they want, and thus each side can "live with" the result. In reality, neither side will give up something critically important to them while expecting the other to do just that. The end result is often that either no decision or agreement can be reached or one or both of the parties is unhappy with the result. Too frequently, the ultimate result is failure because one or both parties do not fully support the agreement, which becomes more likely if one party feels it gave more than the other or had to give up something related to its principles or best interest.
In an increasingly complex world, compromise is not the best way to reach decisions. An approach that fully and objectively examines all points of view and ideas is needed to arrive at workable solutions to problems and issues as diverse as those we see in the world today.
Anyone who has worked inside any company, large or small, knows that it is often very challenging to make decisions. Different personalities, diverse interactions, company politics, and even social, political, and economic philosophies present barriers to agreement. Add to that the basic competitive nature of human beings and the result can be a bubbling stewpot of rancor, foxhole-digging, foot-dragging, backbiting, criticism, individual conflict, and an attitude of an "I win, you lose" zero-sum game that leads to, at best, nonoptimal decisions and at worst, paralysis and no decisions at all.
This description applies to virtually any type of organization, not just the corporate setting. It can be seen in organizations, nonprofits, politics, families, churches, schools, and any other setting in which a group of people, whether it be two or many, must meet and make decisions on any topic. All of us have seen the results of committee deliberations aimed at making decisions in a number of these seemingly different settings. Quite often, when we watch the process, we understand the saying that "A committee is a cul-de-sac down which ideas are lured and then quietly strangled." The three authors have worked in a variety of different companies and noncorporate settings, including small local companies (fewer than 10 employees) to very large multinational corporations; they have been a part of boards of directors and trustees of nonprofits, school and church groups, neighborhood organizations, and others. They have all had the (mis)fortune of serving on committees charged with making decisions ranging from purchasing equipment to basic corporate strategy for international product development.
About the Author :
Kevin Smith, a Colorado native, has been fortunate to work with and for companies of all sizes, from small start-ups to Fortune 500 corporations. During his youth, Kevin was involved in many organizations such as 4-H, where he always seemed to seek out leadership roles and, at an early age saw a need for consensus building. In the various organizations and companies that followed, he served on many committees and teams. After being introduced to the Bahá'í faith by his wife, Juli, he learned about consultation as an effective method in decision-making. Kevin decided to find a mechanism to share this method and as such sought the help of Michael and Gordon to write this book. Kevin and Juli live in Colorado, have two children and three granddaughters. Michael Burke has worked in organizations from start-ups with as few as three employees to multinational corporations and has started a number of companies in his career. He has been a director of departments and divisions and served on the boards of directors of non-profits, schools, and small companies and has always sought workable solutions to issues. His involvement in many projects requiring critical decision-making including international pharmaceutical product develop-ment and planning significant strategic expansions taught him that the current approaches to making those decisions are flawed. Since being introduced to the Bahá'í Faith by his wife, Susan, he has been studying and practicing the consultative approach to decisions in all situations. When Kevin approached him about writing this book he enthusiastically agreed. Michael and Susan live in Colorado and have two daughters, one living in Europe. Michael teaches medical subjects at a private college in Denver and uses the approaches in this book as much as possible in that work G ordon McComb has been actively involved for thirty years in all phases of the software development industry, designing, developing and managing the production of complex financial systems, primarily for agencies in the public sector. He lived a number of years in Europe in his youth and met his wife, Lauren, while attending college in Germany. The experience of being immersed in different cultures nurtured his love for language and writing and has given him an appreciation for diverse world views. Raised a Baha'i, he has served for many years on its elected consultative bodies and has seen the stark contrast between the decision-making process in the Baha'i Faith and that which is used by public sector organizations. Gordon and Lauren currently reside in Colorado and have three grown children.
Review :
"Truly a handbook for 21st century leaders and managers! Moving Beyond Compromise guides the reader on a journey from organization chaos to high performance. Use this book and its clearly explained principles of consultative leadership to take your own organization to the next level." Douglas Allen Executive Director of Globalization, Director, International MBA Program Daniels College of Business, University of Denver "Moving Beyond Compromise offers a truly new approach for effectively making decisions. The authors provide insightful new ideas in a captivating story format that is informative and easy to follow. I see these methods being utilized in any company or organization and at any level. The rule summary at the end provides a useful reference tool." - Larry Jones, CEO Coalfire Systems
