This difficult situation is best avoided by establishing, when the PVL is written, the criteria and relative weights that will be used to evaluate candidates (Diamond, 1999). See Sample Scoring Matrix and Sample Interview Evaluation.
Diamond suggests after an extensive search process, eliminating as quickly as possible candidates who have not met the basic requirements or who have not provided the required information. Extensive discussion about individual candidates is then reserved primarily for the final screening step. He notes that early agreement on the criteria significantly reduces the time needed for deliberations.
Note that screening can begin immediately as applications are received.
A second approach to avoiding deadlocks late in the selection process is to be clear at the start how the final decision will be made. For academic staff and classified staff hires, the direct supervisor may favor a different candidate than his or her own supervisor prefers. It should be agreed upon before anyone is interviewed who has authority to make the final choice. This is particularly important when co-workers and clients are involved in the interview process. Those on an interview team should know if their recommendations are advisory or if they are, in fact, selecting their new colleague.
Diamond, Robert M. (1999). "The administrative search process: One approach." The Department Chair, Winter, 1999.