Mr. Chairman, I've seen three Speakers playing the role of chair of the board. They were each quite different from the others, and arguably some were more effective than the others. I don't want to go into comments about the various Speakers and their effectiveness. Obviously the chair of any meeting is in a position to bring a meeting to a consensus. Some are better skilled at that than others.
To go back to your earlier point that consensus may just mean that a decision is taken with some people losing out and not actually having a vote, that is true. But what you're doing with that consensus regime is preventing anyone from having a veto, in effect—as in the House, where unanimous consent is required and one member can prevent that piece of business going forward.
It's in the interest of every member of the board, in the consensus regime, not to act as if they have a veto and frustrate the finding of a consensus by the chair, because it will work against them as much as it will work for them. Even though some members might express objections to what's proposed, a consensus is found and the board moves forward without a vote. To use your phrase, that member would have lost out, but on other occasions the member manages to see a piece of business go through over the expressed objections of another member.
It's the old saying: you pick the hill you want to fight on. I think Mr. Lukiwski referred to Clerk O'Brien mentioning one occasion where a vote was taken, and it may be the same occasion I recall being at a board when that happened once. It was recognizably exceptional at the time. I'm not saying there weren't others, but I remember one time when it happened. Generally, the board worked well with consensus.
The problem, however, is that if they bring their political conflicts into the room, that makes life more difficult for the board in getting on with business.