Let’s think of it as getting to consensus, to roll a bunch of similar issues into one ball. Further, let’s think of getting to consensus as a process. That is, something that happens as result of a series of deliberate actions on our part.

We start process by analyzing current situation - how far from consensus do we now stand? Do we have embittered, untrusting people in group? Or are we at other end of spectrum, with everyone nearly in agreement? We’ll call this diagnostic stage.

That means we have to listen, rather than talk. Sure, we’re probably anxious to get going and to convert them to our way of thinking right away. But, before that we need to let them talk, and we need to hear them.

That means our listening has to be real and focused. No preparing responses or rebuttals while other person speaks, just listening and absorbing what they say, both explicitly and implicitly (through body language, for example).

After we complete our diagnosis, we get our turn to talk or otherwise communicate. If people with whom we want consensus are generally hostile or unwilling to listen, we’ll either need to be very patient or prepared to shock them. Shocking means challenging, confronting their assumptions and status quo.

On other hand, if everyone pretty much agrees with us already, we’ll approach them much more softly. In other words, we won’t rock boat much.

“If we could have your attention, please, we would appreciate it - in fact we’d be downright shocked,” she said. The passengers and rest of crew laughed along with her and then, having captured our attention, she went on with her instructions.

That event, on my second flight with airline, may have been point when I became a fan of this upstart, discount carrier. The flight attendant’s small joke was just one of many good-spirited remarks I heard from station staff and cabin crews.

Guess what? I like travelling with people who enjoy their work. And that point is made, too, by Lance Secretan in an IndustryWeek article (May 15, 2000) that argues employees should be treated as well as customers.

Using Southwest Airlines as his example (and WestJet modeled itself on Southwest), Secretan says management needs to put same commitment and resources into internal marketing to employees that it puts into external marketing to customers.

That’s not an unreasonable idea, considering that companies sometimes have to fight harder to get and keep good employees than to get and keep customers. Put another way, can you serve customers well if you don’t have good employees? And, don’t forget maxim that employees treat customers like they’re treated by management.