Although "Theory X" management has been replaced in virtually all sectors, successor approaches have their own weaknesses. This brief article is intended to raise two ideas for your thoughtful consideration. The first is that distinctions exist between participatory management and consensus management. The second is that important consequences flow from those distinctions.

Participatory management and consensus management practitioners both understand that employees have perspectives that are potentially valuable to the decision-making process and that "buy in" plays a vital motivational role with real consequences for performance. Beyond this initial point of agreement, distinctions emerge. To put the matter in perspective, consider the extent to which you agree or disagree with each of the following assumption statements.

• Obtaining agreement among stakehol
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  e humanely than did their old school predecessors, at least on the surface.

  Although "Theory X" management has been replaced in virtually all sectors, successor approaches have their own weaknesses. This brief article is intended to raise two ideas for your thoughtful consideration. The first is that distinctions exist between participatory management and consensus management. The second is that important consequences flow from those distinctions.

  Participatory management and consensus management practitioners both understand that employees have perspectives that are potentially valuable to the decision-making process and that "buy in" plays a vital motivational role with real consequences for performance. Beyond this initial point of agreement, distinctions emerge. To put the matter in perspective, consider the extent to which you agree or disagree with each of the following assumption statements.

  • Obtaining agreement among stakehol
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    e two ideas for your thoughtful consideration. The first is that distinctions exist between participatory management and consensus management. The second is that important consequences flow from those distinctions.

    Participatory management and consensus management practitioners both understand that employees have perspectives that are potentially valuable to the decision-making process and that "buy in" plays a vital motivational role with real consequences for performance. Beyond this initial point of agreement, distinctions emerge. To put the matter in perspective, consider the extent to which you agree or disagree with each of the following assumption statements.

    • Obtaining agreement among stakehol
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      nt and consensus management practitioners both understand that employees have perspectives that are potentially valuable to the decision-making process and that "buy in" plays a vital motivational role with real consequences for performance. Beyond this initial point of agreement, distinctions emerge. To put the matter in perspective, consider the extent to which you agree or disagree with each of the following assumption statements.
      • Obtaining agreement among stakehol
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        eyond this initial point of agreement, distinctions emerge. To put the matter in perspective, consider the extent to which you agree or disagree with each of the following assumption statements.
        • Obtaining agreement among stakeholders should be the controlling consideration when reaching a decision that affects the organization, regardless of the issue.
        • All ideas have equal merit.
        • Everyone's contribution should be given equal weight in the decision process, regardless of expertise or responsibilities.
        • The best interest of the organization is always equal to the sum of the best interests of its departments and stakeholders.
        
        

        Participatory managers recognize a foundational management principle; i.e., authority can be delegated but responsibility cannot. Participatory managers seek input from all whose views can benefit the process. However, final decision-making is reserved to those who ultimately bear the responsibility for the decision.

        Consensus managers, on the other hand, start with the proposition that agreement among stakeholders must be obtained before action proceeds, a position that is intellectually defe