Consensus vs. Collaboration

Marty Cagan argues that many product companies pride themselves on a 'consensus culture', but in practice this breeds frustration, slowness, risk-aversion and unimpressive products. The root problem, he says, is confusing consensus with collaboration. Great products require close working across customer value, usability and technology, which demands passionate debate and negotiated trade-offs, but not unanimous agreement. Clear decision rights, such as RACI, help, and within a core team the product manager should make the final call when trade-offs conflict. The key is that people feel heard even when they don't get their way.

01Key takeaways

• Distinguish consensus, which requires everyone to agree, from collaboration, which requires close working and honest debate.
• Make decision rights explicit so everyone knows whether they are responsible, approving, consulted or informed.
• Within the core team, aim for agreement but let the product manager make the final call on trade-offs.
• Ensure anyone with useful information feels it is their responsibility to bring it to the product team.
• Avoid escalating every disagreement upward, since this can disempower the product owner.
• Prioritize making people feel heard, because they accept outcomes more readily when they trust the process.

02Key sections

The problem with consensus cultures

Companies that prize consensus often end up with slow decisions, risk-averse behavior and frustrated, unexcited teams. Leaders usually mean well but struggle to let go of a culture that worked when they were small.

Consensus versus collaboration

Consensus means everyone agrees, while collaboration means working closely and arguing viewpoints to reach solutions. Collaboration is essential for great products, but unanimity is not required.

Clarifying decision rights

Frameworks like RACI make clear who does the work, who approves, who has veto power, who is consulted and who is informed. Cagan sees them as useful for culture change but a sad necessity.

Decisions within the core team

The product manager, lead designer and lead engineer should seek agreement but each owns an area of authority. When trade-offs conflict, the product manager is ultimately responsible for the call.

Escalation and feeling heard

Escalating conflicts to senior management can disempower product owners. What matters most is that people feel heard, even when their input is not adopted.

03From the post

“A partnership dedicated to teaching best practices to product teams and product leaders”

04Frameworks mentioned

Summary and takeaways written by PM Atlas; quotes are short excerpts. © the original author.