Consensus measurement in setting manufacturing strategy

Abstract

Interest in consensus in strategic operations needs to be matched by the ability to measure it accurately. This paper identifies a weakness in current measures of consensus, and designs a new instrument, measuring both before and after, that formulates a strategic plan. Convergence of participants' opinions as an indicator of consensus is proposed and applied, then determined and analysed. The instrument is applied in twelve companies, represented by 27 participating individuals, using a standard manufacturing strategy-setting methodology. Results indicate that convergence (consensus) rather than divergence predominates. Divergence, the opposite of convergence, also becomes important, further expanding the perspective of consensus.