Thus (something approximating) the group's true consensus would be known, even though individual middle managers or aspiring junior executives would not have to jeopardize their conformity to effect this result. (IBM's organizational culture was famous for its valuing of conformity; and this was common at other firms, too.)
Consequently (something close to) the true consensus among the group would be understood, without requiring individual middle managers or junior executives to compromise their loyalty in order to reach this outcome. This reflects the emphasis on conformity that was prevalent in IBM's organizational culture, a trait also common in other companies.