Discussion Questions:
- How do you interpret Marc Schelske’s statement, “If I really love all the people that are impacted by this decision, then this decision has to be consensual”?
- According to Tod Bolsinger, what does it mean for decision-making to be truly consensual, and how does that differ from everyone simply agreeing?
- Why is it unrealistic, in some cases, to expect everyone to agree on a decision in leadership settings?
- How should leaders respond when someone will inevitably experience loss or pain as a result of a group decision?
- What does it look like to “disagree and then commit” within a team or board setting?
- How does the example of Jesus making mission-driven decisions—even when it caused disappointment—challenge or inform your own leadership approach?
- What are the potential dangers of delaying hard decisions in order to avoid causing pain, as discussed in the episode?
- In what ways can leaders provide pastoral care to those who are hurt or disappointed by necessary organizational changes?
- How can leaders discern when it’s necessary to move forward with a decision that will not be universally supported?
- What do you think is the most loving way to lead a group when full consensus isn’t achievable?
