This thesis suggests that consensus is a critical blind spot in crisis management models. The authors have grounded their argument in one conceptual framework by integrating two model theories in crisis management models and consensus theory and its related behaviors; Abilene Paradox and Groupthink. The authors evaluated these theories against Lehman Brothers between 2007 and September 2008. The results demonstrate that consensus is problematized in the decision-making process throughout the crisis management model. This suggests that consensus is a dormant risk factor that should be viewed as problematic in crisis management models. The authors conclude that the role of a principled constructive dissenter should be formalized in leadership and management of organisations to short circuit problematic consensus in crisis models.