让众多聪慧且各持己见的人保持一致，是高级技术领导力中最困难的部分之一。目标是一个每个人都能承诺的决策，而非全体同意（这往往不可能）。你通过流程而非强制来建立一致意见。
如何推动共识
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✓ Align on GOALS/criteria first — most disagreement is about unstated goals
✓ Gather input WIDELY and early — people commit to what they shaped
✓ Write a PROPOSAL (RFC) — a concrete doc beats endless meetings
✓ Steelman objections — address the strongest, not the weakest
✓ Find the 80% everyone shares; isolate the real 20% of conflict
✓ Decide with DISAGREE-AND-COMMIT — alignment, not unanimity
✓ Communicate the WHY — people commit to decisions they understand
使用书面RFC
对于跨团队的决策，一份循环征询反馈的书面RFC（意见征询稿）比会议更有效。人们可以按自己的节奏参与，异议以书面形式出现，你还能获得一份持久的记录。会议的目的是解决最后的难点，而不是进行头脑风暴。