Consider the destructive nature of fake consensus.

In this column, I'm going to address the concept of fake or overused consensus in decision‐making. Leaders in the United States often default to seeking consensus, seeing it as the holy grail of group decision‐making, believing that this is the only way or a good way to ensure buy‐in to the decision. There are several problems with this choice of decision‐making style, including but not limited to: [ABSTRACT FROM AUTHOR]