Investigates a versatile consensus problem‐solving model developed by the author which gives values a central position. Provides team members with a principle‐centered vision to encourage inspired solution finding. Because the model provides a discipline for the alternate suspension and use of critical judgment, it constructively channels the expression of diverse viewpoints and defuses negative conflict. Discusses 11 steps to the consensus problem‐solving process. Concludes that this process helps a team to manifest the paradoxical attributes of both unity in diversity and patient efficiency.
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