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Consensus

Decision Making
In this consensus briefing:
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Consensusdecisionmakingisacreativeand dynamicwayofreachingagreementbetween allmembersofagroup.Insteadofsimply votingforanitemandhavingthemajorityof thegroupgettingtheirway,agroupusing consensusiscommittedtofindingsolutions thateveryoneactivelysupports,oratleast canlivewith.Thisensuresthatallopinions, ideasandconcernsaretakenintoaccount. Throughlisteningcloselytoeachother,the groupaimstocomeupwithproposalsthatwork foreveryone.Consensusisneithercompromise norunanimityitaimstogofurtherbyweaving togethereveryonesbestideasandkeyconcernsaprocessthatoftenresultsinsurprisingand creativesolutions,inspiringboththeindividualandthegroupaswhole.
Whats wrong with democracy? Why use consensus? Conditions for consensus The consensus process The stages of consensus process Consensus flowchart Guidelines for taking part Quick decision making Consensus in large groups Large groups consensus flowchart Troubleshooting

Consensuscanworkinalltypesofsettingssmallgroups,localcommunities,businesses,evenwhole nationsandterritories.Theexactprocessmaydifferdependingonthesizeofthegroupandother factors,butthebasicprinciplesarethesame. Inthefollowingbriefingyoullfindlotsofusefulinformation,notonly aboutthebasicsofconsensusdecisionmaking,butalsoabouthowto applyittolargegroupsofpeopleandaboutideasfordealingwith commonproblems.WealsohaveaShortGuidetoConsensusandyou canfindlotsoftipsonhowtomakeyourconsensusmeetingsrun smoothlyinourguidestoFacilitatingMeetings.

Whats wrong with the democracy weve got?


Howwemakedecisionsisthekeytohowour societyisorganised.Itinfluenceseveryaspectof ourlivesincludingourplacesofwork,local communities,healthservices,andevenwhether weliveinwarorpeace. Manyofushavebeenbroughtuptobelievethat thewesternstylesystemofvotingisthehighest formofdemocracy.Yetintheverynationswhich shoutloudestaboutthevirtuesofdemocracy, manypeopledontevenbothertovoteanymore; theyfeelitdoesntactuallymakeanydifference totheirlivesasmostdecisionsaremadebyan eliteofpowerfulpoliticiansandbusinesspeople.

Representative democracies
Poweranddecisionmakingistakenawayfrom ordinarypeoplewhentheyvoteforleaders handingoverpowertomakedecisionstoa smallelitewithcompletelydifferent interestsfromtheirown.Beingallowedto vote20timesinalifetimeforanMPor senatorisapoorsubstituteforhavingthe powerourselvestomakethedecisionsthat affecteveryaspectofourlives. Inanycase,therearemanyareasofsociety wheredemocraticprincipleshavelittle influence.Mostinstitutionsandwork placesareentirelyhierarchicalstudents
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andemployeesdontusuallygetachancetovote theirsuperiorsintoofficeorhaveanydecision makingpowerintheplaceswheretheyspend thegreatestpartoftheirlives.Orconsiderthe

supermarketchainmusclingitswayintoatown againstthewilloflocalpeople.Mostareasof societyareruledbypower,statusandmoney, notthroughdemocracy.

Whats wrong with voting?


Comparedtothis,workinginasmallgroup whereeveryonevotesdirectlyonimportant issuesmayfeellikehavingdemocraticcontrol. However,votingcreatesamajorityanda minorityasituationinwhichtherearewinners andlosers.Ifmostpeoplesupportanideathenit willbevotedin,andtheconcernsofthepeople whoopposeditcanbeignored.Thissituation canfosterconflictanddistrustasthelosersfeel disempoweredbytheprocess.Thewillofthe majorityisseenasthewillofthewholegroup, withtheminorityexpectedtoacceptandcarry outthedecision,evenifitisagainsttheirdeeply heldconvictionsandmostbasicneeds.A majoritywillfinditeasytosteamrollanidea overadissentingminorityratherthanlooking foranothersolutionthatwouldsuitall.People mightsometimeschoosetobowtothewillofthe majority,but,inavotingsystem,whenpeople constantlyfindthemselvesinaminoritythey losecontrolovertheirownlives.Avividexample istheimprisonment,inmanyEuropeandemo cracies,ofthoserefusingmilitaryservice. Itstruethatmajorityvotingenablesevencontro versialdecisionstobetakeninaminimum amountoftime,butthatdoesntmeantosay thatthisdecisionwillbeawiseone,oreven morallyacceptable.Afterall,atonetime,the majorityofEuropeansandNorthAmericans supportedtherighttoholdslaves.

The alternatives are already here


Wehavethesemomentsofnoncapitalist,noncoercive,nonhierarchicalinteractioninourlives constantly,andthesearethetimeswhenwemostenjoythecompanyofothers,whenwegetthe mostoutofotherpeople;butsomehowitdoesntoccurtoustodemandthatoursocietyworkthis way.CrimethInc

Manypeopleaccepttheideathatvotingisthenormalwayofhavingdemocraticcontroloverthe decisionsthataffectusafterall,itisoftenpresentedtousastheonlypossibilityoutthere. However,arejectionofvotingisnothingnew.Manypeoplestrugglingforsocialchangehaverecog nisedthatchangingthewaywemakedecisionsiskeytocreatingadifferentsociety.Ifweare fightingforabettersocietywhereeveryonehascontrolovertheirownlife,whereeveryonehasequal accesstopower,whereitspossibleforeveryonetofollowtheirinterestsandfulfiltheirneeds,then weneedtodevelopalternativeprocessesformakingdecisions;processesthatrecogniseeveryones righttoselfdetermination,thatencouragemutualaidandreplacecompetitionwithcooperation. Thealternativestothecurrentsystemarealreadyhere,growinginthegapsbetweenthepaving stonesofstateauthorityandcorporatecontrol.Weonlyneedtolearntorecognisethemfortheseed lingsofthedifferentkindofsocietythattheyare.Homelesspeopleoccupyingemptyhousesand turningthemintocollectivehomes,workersbuyingoutthebusinessestheyworkforandrunning themonequitableterms,gardeninggroupsgrowingvegetablescollectively;oncewestartlooking therearehundredsofexamplesofcooperativeorganisingthatweencounterinourdailylives.Many oftheseorganisethroughvaryingformsofconsensusdecisionmaking.

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Why use consensus?


Nooneismorequalifiedthanyoutodecidewhatyourlifewillbe.

Consensusdecisionmakingisbasedontheideathatpeopleshouldhavefullcontrolovertheir livesandthatpowershouldbesharedbyallratherthanconcentratedinthehandsofafew.It implieswiderangingliberty,includingthefreedomtodecideonesowncourseinlifeandtherightto playanequalroleinforgingacommonfuture. Aswellaswantingtoenjoyasmuchfreedomas possible,mostofuswishtolivein,andare dependenton,someformofsociety.Thismeans findingwaystobalancetheneedsanddesiresof everyindividualwiththoseofthecloser communityandthewiderworld. Consensusdecisionmakingaimstoprovidea wayofdoingthis.Itbuildsonrespect,trust,co operationandmutualaidtoachieveagreeable solutionsforeveryoneconcerned. Attheheartofconsensusisarespectfuldialogue betweenequals.Itsabouthelpinggroupsto worktogethertomeetboththeindividualsand thegroupsneeds.Itsabouthowtoworkwith eachotherratherthanfororagainsteachother, somethingthatrequiresopennessandtrust. Consensusislookingforwinwinsolutionsthat areacceptabletoall,withthedirectbenefitthat everyoneagreeswiththefinaldecision,resulting inagreatercommitmenttoactuallyturningit intoreality. Inconsensuseverypersonhasthepowerto makechangesinthegrouptheyareworkingin andtopreventchangestheyfindunacceptable. Therighttoblockadecisionmeansthatminor itiescannotjustbeignored,butsolutionswill havetobefoundtodealwiththeirconcerns.No decisionwillbemadeagainstthewillofanindi vidualoraminority,insteadthegroup constantlyadaptstoallitsmembersneeds. Consensusisaboutactiveparticipationand sharingpowerequally.Thismakesitapowerful toolnotonlyforempoweringindividuals,but alsoforbringingpeopletogetherandbuilding communities.

Who uses consensus?


Consensus is not a new idea. Variations of consensus have been tested and proven around the world and through time. On the American continent non-hierarchical societies have existed for hundreds of years. Before 1600, five nations the Cayuga, Mohawk, Oneida, Onondaga, and Seneca formed the Haudenosaunee Confederation, which works on a consensual basis and is still in existence today. There are also many examples of successful and stable utopian communes using consensus decision making such as the Christian Herrnhter settlement 1741-1760 and the production commune Boimondeau in France 1941-1972. Christiania, an autonomous district in the city of Copenhagen has been self-governed by its inhabitants since 1971. Within the co-operative movement many housing co-ops and social enterprises use consensus successfully: prominent examples include Green City, a wholefood wholesaler based in Scotland; and Radical Routes, a network of housing co-ops and workers co-ops in the UK. The business meetings of the Religious Society of Friends (Quakers) use consensus to integrate the insights of each individual, arriving at the best possible approximation of the Truth. Political and social activists such as many anarchists and others working for peace, the environment and social justice commonly regard consensus to be essential to their work. They believe that the methods for achieving change need to match their goals and visions of a free, nonviolent, egalitarian society. In protests around the world many mass actions and protest camps involving several thousand people have been organised and carried out using consensus, including the 1999 Battle of Seattle World Trade Organisation protest, the 2005 G8 summit protests in Scotland and the Camps for Climate Action in the UK, Germany, Australia, Netherlands and other countries.
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Conditions for consensus


Differentgroupsuseslightlydifferentprocessestoachieveconsensusdecisions.However,in everygroup,thereareafewconditionsthatunderpinconsensusbuilding. CommonGoal:everyonepresentatthemeeting needstoshareacommongoalandbewillingto worktogethertowardsit.Thiscouldbethedesire totakeactionataspecificevent,orashared visionofabetterworld.Dontjustassume everyoneispullinginthesamedirectionspend timetogetherdefiningthegoalsofyourgroup andthewayyoucangetthere.Ifdifferences ariseinlatermeetings,revisitingthecommon goalcanhelptofocusandunitethegroup. Commitmenttoreachconsensus:consensus canrequirealotofcommitmentandpatienceto makeitwork.Everyonemustbewillingtoreally giveitago.Thismeansnotonlybeingdeeply honestaboutwhatitisyouwantordontwant butalsoabletoproperlylistentowhatothers havetosay.Everyonemustbewillingtoshift theirpositions,tobeopentoalternativesolu tionsandbeabletoreassesswhattheyconsider tobetheirneeds.Itwouldbeeasytocallfora voteatthefirstsignofdifficulty,butinthe consensusmodel,differenceshelptobuilda strongerandmorecreativefinaldecision.Diffi cultiescanariseifindividualssecretlywantto returntomajorityvoting,justwaitingforthe chancetosayItoldyouitwouldntwork. Trustandopenness:weallneedtobeableto trustthateveryonesharesourcommitmentto creatingtrueconsensusdecisions.Thisincludes beingabletotrustpeoplenottoabusethe processortomanipulatetheoutcomeofthe discussion.Ifwerescaredthatotherpeopleare puttingtheirownwishesandneedsbefore everyoneelsesthenweremorelikelytobecome defensive,andbehaveinthesamewayourselves becauseitseemstobetheonlywaytolookafter ourowninterests. Makingdecisionsbyconsensusisbasedonopen nessthismeanslearningtoopenlyexpressboth ourdesires(whatwedliketoseehappening), andourneeds(whatwehavetoseehappenin ordertosupportadecision).Ittakestimeforus tolearnhowtodistinguishbetweenourwants andneedsafterallmostofusaremoreusedto decisionmakingwhereonewinsandtheother loses.Inthiskindofadversarialsystemweare oftenforcedtoclaimweneedmorethanwe reallydosowecanconcedepointswithout givingupanysignificantground.Butifeveryone isabletotalkopenlythenthegroupwillhave theinformationitrequirestotakeeveryones positionsintoaccountandtocomeupwitha solutionthateveryonecansupport. Sufficienttimeformakingdecisionsandfor learningtoworkbyconsensus.Takingtimeto makeagooddecisionnowcansavewastingtime revisitingabadonelater. ClearProcess:itsessentialforeveryonetohavea sharedunderstandingoftheprocessthatthe meetingisusing.Therearelotsofvariationsof theconsensusprocess,soevenifpeopleare experiencedinusingconsensustheymayuseit differentlytoyou!Theremayalsobegroup agreementsorhandsignalsinusethatneedto beexplained. Activeparticipation:ifwewantadecisionwe canallagreeonthenweallneedtoplayanactive roleinthedecisionmaking.Thismeanslistening towhateveryonehastosay,voicingthoughts andfeelingsaboutthematterandproactively lookingforsolutionsthatincludeeveryone.

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Goodfacilitation:Whenyourgroupislarger thanjustahandfulofpeopleoryouaretryingto makedifficultdecisions,appointfacilitatorsto helpyourmeetingrunmoresmoothly.Good facilitationhelpsthegrouptoworkharmoni ously,creativelyanddemocratically.Italso

ensuresthatthetasksofthemeetinggetdone, thatdecisionsaremadeandimplemented.If,in asmallgroup,youdontgiveonepersontherole offacilitator,theneveryonecanberesponsible forfacilitation.Ifyoudoappointfacilitators, theyneedactivesupportfromeveryonepresent.

Alloftheconditionstalkedaboutabovecanbegainedorimprovedovertimesoifyourgroupisnt meetingalltheconditionsatthemomentyoudonthavetogiveup!Forexample,ifyouhavent agreedonyourcommongoaluseconsensustodecideononethateveryonecansubscribeto;orif yourgroupsfacilitationskillsarenttoogoodthenuseanyopportunitiestopractice;readour facilitationbriefingsorattendatraining.

The consensus process (for small and medium sized groups)


Thekeyforagroupworkingtowardsconsensusisforallmembersofthegroupexpresstheirneeds andviewpointsclearly,recognisetheircommongroundandfindsolutionstoanyareasof disagreement. Thediagrambelowshowshowadiscussionevolvesduringtheconsensusprocess.Atthebeginningit widensoutaspeoplebringdifferentperspectivesandideastothegroup.Thisprovidesthematerial neededforabroadrangingdiscussion(themiddlesection)whichexploresalltheoptionsandhelps peopleunderstandeachothersconcerns.Thiscanbeaturbulentandsometimesdifficultstagepeople mightbegrapplingwithlotsofcompetingorcontradictoryideasbutitisthemostcreativepart,so dontloseheart! Finallythegroupfindscommongroundandweedsoutsomeoftheoptions,combiningalltheusefulbits intoaproposal.Thethirdstageinthediagramshowsthisconvergenceofthediscussion,culminatingin thedecision.

Opening out
Share needs, concerns, desires and emotions. Generate ideas.

Discussion
Explore ideas and pros and cons. Try to understand each others needs and concerns.

Synthesis
Find common ground and build proposals by weaving together different ideas. Proposals need to address fundamental needs and key concerns.

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The stages of the consensus process


Therearelotsofconsensusmodelsoutthere,somegroupshavedevelopedverydetailedprocedures, othergroupsfollowamoreorganicprocess.Thefollowingbasicprocessoutlinesthestagesthatare commontomostmodelsofconsensus.Althoughyourgroupmaynotformallygothroughtheprocessfor eachandeverydecisionyoumakeitsagoodideatoregularlypractisedoingitinthisway.Beingfamiliar withtheprocesscanreallyhelpwhenitcomestodifficultorcomplexdecisions.

Thismodelwillworkwellingroupsuptoabout1520people.Withgroupslargerthanthatextra stepsneedtobebuiltintoensurethateveryoneisabletoparticipatefully.Havealookatthesection onConsensusinlargegroupsbelowtoseehowthisbasicmodelcanbeadaptedtoworkforgroupsof hundredsandeventhousandsofpeople.


Step 1: Introduce and clarify the issue(s) to be decided
Share relevant information. Work out what the key questions are.

Step 2: Explore the issue and look for ideas


1. Gather initial thoughts and reactions. What are the issues and concerns? 2. Collect ideas for solving the problem write them down. 3. Have a broad ranging discussion and debate the ideas: What are the pros and cons? Start to think about solutions to the concerns. Eliminate some ideas, short list others.

Step 3: Look for emerging proposals


Is there one idea, or a series of ideas, that brings together the best qualities of the ideas discussed? Look for a solution that everyone might agree on and create a proposal.

Step 4: Discuss, clarify and amend your proposal


Ensure that any remaining concerns are heard and that everyone has a chance to Look for amendments that make the proposal even more acceptable to the group.

Step 5: Test for agreement Do you have agreement? Check for the following:
Blocks: I have a fundamental disagreement with the core of the proposal that cannot be resolved. We need to look for a new Stand asides: I cant support this proposal because ... but I dont want to stop the group, so Ill let the decision happen without Reservations: I have some reservations but am willing to let the proposal pass. Agreement: I support the proposal and am willing to help implement it. Consensus: No blocks, not too many stand asides or reservations? Active agreement? Then we have a decision!

Step 6: Implement the decision


Who, when, how? Action point the various tasks, set deadlines etc.

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Step 1: Introduce and clarify the issue Thisfirststageiscrucialtogetyouofftoagoodstart.Agoodintroductionwillfocusthemeeting, ensurethateveryoneistalkingaboutthesameissueandprovideeveryonewithallrelevantinforma tionneededtomakeadecision.Spendingabitmoretimenowtogeteveryoneuptospeedwillsave lotsoftimelater.
Explainwhattheissueisandwhyitneedsto bediscussed.Thiscouldbedonebythefacilit ator,thepersonwhoisraisingtheissueorby someonewhoknowsalotabouttheissueandits background. Shareallrelevantinformation.Ifpossible prepareasummaryoftherelevantinformation andcirculateinadvancesothatpeoplehavea chancetoreadupandthinkabouttheissue. Agreetheaimsofthediscussion:What decisionsneedtobemadebywhen?Whoneedsto beinvolvedinmakingthedecision?Whatarethe keyquestions?Canyoubreakcomplexissuesinto smallerchunkstotackleonebyone?Doallthe decisionsneedtobemadetoday?Doeseveryone needtobeinvolvedorcantheissuebedelegated toaworkinggroup?Couldyoudecidethebasics andleavethefinedetailstobeworkedoutbya coupleofpeople? Allowplentyoftimeforquestionsandclari fications.Dontassumethateverythingiscrystal clear,justbecauseitsobvioustoyou.Equally,if youareconfusedyourself,nowisthetimetoask formoreinformationorexplanations.

Step 2: Explore the issue and look for ideas Nowitstimeforeveryonetoreallytrytounderstandtheissue,toexpresswhattheywantandneed tohappenandtocomeupwithlotsofideasforsolvingtheproblems.
1.Gatherinitialthoughtsandreactions. Startbygivingpeopletimetothinkaboutthe issueandtoexpressanywishesandconcerns thatitbringsup.Makeanoteoftheseastheyll needtobeaddressedforasolutiontobefound. Resistthetemptationtojumpstraightinwitha proposaltoachieveconsensuswefirstofall needtohaveagoodunderstandingofeveryones concernsandlimitations.Behonestaboutyour ownfeelingsandlistencarefullytowhat everyoneelseissaying.Attimesitcanbediffi culttosaywhatitisyouwantanddontwantso ifyourestrugglingtoexpressthingssayso ratherthanstayingquiet.Equally,ifyoudont quiteunderstandsomeoneelsesposition,askfor clarification. 2.Collectideasforsolvingtheproblem. Usetechniquessuchasgorounds,ideastormsor breakingintosmallgroupstogeneratelotsof ideasforsolvingtheproblem.Beclearthatat thisstagetheyareonlyideas,notproposals. Whenbringingupideastakeintoaccountthe concernsyouveheard.Forexample,ifsomeone hassaidthattheyarentabletogettoavenue becauseofthepoortransportlinkstothatpartof town,dontsuggestanothervenueinthesame area.
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3.Haveabroadrangingdiscussionaboutthe ideas. Consensusisacreativethinkingprocessthat thrivesonmixinguplotsofdifferentideas.Make timeforabroadrangingdiscussion,whereyou canexploreideasandlookattheprosandcons andanyconcernstheybringup.Thiswilloften sparknewandsurprisingideas.Expressyour reservationsaboutideasearlyonsothattheycan bedealtwith.Drawonalltheexperience, knowledgeandwisdompresentinyourgroup. Makesurethateveryoneisheard.

Step 3: Look for emerging proposals Afterdiscussingtheissuefreelymoveontofindingagreementonwhatneedstobedone.


Thisstageisalsocalledsynthesis,whichmeanscomingupwithaproposalbycombiningelements fromseveraldifferentideas. Startwithasummaryofwhereyouthinkthe groupanditsdifferentmembersareat.Outline theemergingcommongroundaswellasthe unresolveddifferences:Itseemslikeweve almostreachedagreementonthatelement,but weneedtoexplorethispartfurthertoaddress everyonesconcerns.Itsimportanttonotonly pickuponcleardifferences,butalsoonmore subtleagreementordisagreement. Nowstartbuildingaproposalfromwhatever agreementthereis.Lookforideasonhowthe differencescanberesolved.Focusonsolutions thataddressthefundamentalneedsandkey concernsthatpeoplewithinthegrouphave. Oftenpeoplearewillingtogivewayonsome thingsbutnotonotherswhichaffectthemmore closely.Thesolutionwilloftenbefoundby combiningelementsfromdifferentproposals. Itcanreallyhelptouseaflipchartorawhite boardtowriteuptheareasofagreementand issuestoberesolved.Thismeanseveryonecan seewhatshappeninganditfocussesthediscus sion. Peopleoftenargueoversmalldetailsandover lookthefactthattheyagreeonthebigpicture. Makingthisobvioustothegroupcanhelpto providewaysforward. Evenwhenthereisstrongdisagreementwithin thegroup,synthesiscanhelpmovethediscus sionon.Alwaystryandfindsomecommon ground,nomatterhowsmall:Sowereall agreedthatclimatechangedemandsurgent action,evenifwedisagreeonwhetherthesolu tionliesindevelopingnewtechnologies,or reducingconsumption.Thiscanreinforcethat wereallonthesameside,andremindagroup oftheiroverallsharedaimsanecessarycondi tionforconsensus. Alsosynthesisingasolutiondoesntnecessarily meanuniformityorunanimity.Sometimesa solutionisstaringusintheface,butourdesire togetfullagreementbecomesanobstacle:So wereallagreedwedliketogoaheadwiththe protest.Howeversomefeelstronglythatthe targetofourprotestshouldbegovernment,and othersfeelitoughttobecorporationsisthere anyreasonwhywehavetochoosebetweenthe two?Couldwenotagreethatbothcanhappen?

Step 4: Discuss, clarify and amend your proposal Checkwhetherpeoplehaveconcernsabouttheproposalandlookforamendmentsthatmakethe proposalmoreacceptabletoeveryone.Dothingslikegoroundsandstrawpollstogaugesupportfor theproposalandtoelicitamendments.Ifitbecomesobviousatthisstagethatsomepeoplehave strongreservations,seewhetheryoucancomeupwithadifferent,betteroption.Remember, consensusisaboutfindingsolutionsthatworkforeveryone.Becarefulnottogetcarriedaway becausemostpeopleliketheproposal.Watchoutforpeoplewhoarequietorlookingunhappyand checkwiththem.Givepeopletimetogettheirheadaroundtheproposalandwhatitmeansfor them.Ifitsacomplexoremotionalissuethenbuildinsometimeforreflectionorabreakbefore movingontotestingforagreement.

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Step 5: Test for agreement 1.Clearlystatetheproposal:itsbestifpeople canseeitwrittenup,forexampleonalarge pieceofpaper.


2.Checkforclarifications:doeseveryonefully understandwhatisbeingproposed?Does everyoneunderstandthesamething? 3.Askwhetheranyonehasreservationsor objections:ideallytheconsensusdecision makingprocessshouldidentifyandaddress concernsandreservationsatanearlystage. However,proposalsdonotalwaysgetwhole heartedsupportfromeveryone,andless confidentgroupmembersmayfindithardto expresstheirdisagreement.Itisimportantthere foretoexplicitlycheckifanyoneisunhappywith aproposalatthisstage. Withinconsensusthereareseveralwaysof expressingdisagreement.Thefirsttwo,declaring reservationsandstandingaside,provideaway toexpressconcerns,whilstallowingthegroupto proceedwiththedecision.Theblockstopsthe proposal. Declaringreservations:Istillhaveproblems withtheproposal,butIllgoalongwithit. Youarewillingtolettheproposalpassbutwant toregisteryourconcerns.Youmayevenput energyintoimplementingtheideaonceyour dissenthasbeenacknowledged.Ifthereare significantreservationsthegroupmayamendor rewordtheproposal. Standingaside:Icantsupportthisproposal because...butIdontwanttostopthegroup,soIll letthedecisionhappenwithoutmeandIwontbe partofimplementingit. Youmightstandasidebecauseyoudisagreewith withtheproposal:Imunhappyenoughwiththis decisionnottoputanyeffortintomakingita reality,butiftherestofyouwanttogoahead,I wontstopyou.Inthiscasethepersonstanding asideisnotresponsiblefortheconsequences. Thisshouldberecordedintheminutes. Sometimesstandingasidecanbemoreprag matic.Youmightlikethedecisionbutbeunable

tosupportitbecauseoftimerestraintsor personalenergylevels.ImOKwiththedecision, butImnotgoingtobearoundnextweektomake ithappen. Thegroupmaybehappytoacceptthestand asideandgoahead.Orthegroupmightdecide toworkonanewproposal,especiallywhere thereareseveralstandasides. Blocking:Ihaveafundamentaldisagreement withthecoreoftheproposalthatcannotbe resolved.Weneedtolookforanewproposal. Ablockalwaysstopsaproposalfrombeing agreed.Itexpressesafundamentalobjection.It meansthatyoucannotlivewiththeproposal.This isntanIdontreallylikeitorIlikedtheother ideabetter.ItmeansIfundamentallyobjectto thisproposal,andhereiswhy...!Ifthegroup acceptstheproposaleitheryouorotherswill struggletostaypartofthe group.Thegroupcaneither accepttheblockand immediatelylookfor anotherproposal,or lookforamendmentsto overcometheobjection.
Theblockisapowerfultoolandshouldbeused withcaution.Ideallystrongconcernswillbeheard earlyenoughinthediscussiontofeedintointhe synthesisedproposalandablockwillbeunneces sary.

Makesurethateveryoneunderstandsthe differentoptionsforexpressingdisagreement. Oftenpeopleareconfusedandblockwhenthey wouldactuallybehappytostandaside.Some timespeoplearescaredofblockingeventhough theyaredeeplyunhappyanduseamilderform ofdisagreementinstead.Askpeoplewhattheir problemswiththeproposalare,andwhether theyhavesuggestionsforhowtheycouldbe addressed. 4.Checkforactiveagreement. Iftherearenoblocks,checkforactiveagreement fromeveryone.Peopleoftenshowtheyagreeby wavingtheirhands,butwatchoutforsilenceor inactionandcheckforthereasons.

Step 6: Implement the decision Onceyouveagreedwhatyouwanttodo,youneedtoworkoutwhowilldowhatandbywhen. Shareoutthetasksamongthegroupandrecordtheseactionpointsintheminutesforthemeeting.

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An example of a consensus process


Step 1: Introduce and clarify issue
The bit of wasteland that weve used as a park for the last ten years is going to be sold by the council they want to sell it so a supermarket can be built there! But nobody wants another supermarket we already have three in this town!

Step 2: Explore the issue and look for ideas


Lets go round and see what everyone thinks. I guess its time to find somewhere else for the kids to play. I cant give up that easily lets look for ways to raise the money to buy the park! Yeah, lets form an action group, do some fundraising, and what about squatting it? Mmm... not sure that squattings for me. Id be happy to look at raising money though. OK, but I dont want to rule out taking action if we cant raise the money. [More ideas are talked about...]

Step 3: Look for emerging proposals


So what are we going to do? Some of you feel that we should build tree houses in the park to stop the developers, but we think we should try and raise money to buy the land. But nobodys said that theyre actually against squatting the park just not everyone wants to do it. And squatting might slow the council down so we have time to raise the money. Lets do both.

Step 4: Discuss, clarify and amend your proposal


So lets just check how everyone feels about that as a proposal. Lets do a go-round. I like the idea of both squatting and trying to raise the cash to save the park, but people have been talking about separate groups doing those. I feel that we really need to stay as one group. [Everyone has their say...] OK, so theres a suggestion that we amend the proposal to make it clear that we stay as one group, even though were squatting and raising funds at the same time.

Step 5: Test for agreement


Right, we have a proposal that we squat the park to make sure that it doesnt get trashed, and at the same time we start doing grant applications to raise money to buy the land. Were going to be clear that we are one group doing both these things. Does anyone disagree with this proposal? Remember, if you think we should consider any reservations you have then please let us know, even if youre still going to go along with it. And you can stand aside if you dont want to take part in all or part of the plans. Finally, the block is if you feel this is really wrong for some reason. Yes, I think squatting has good chances of getting results, but Im not sure we can raise that much cash. Im not going to stand in the way so yeah, Ill stand aside from the grants bit. I dont believe we can manage the fundraising either, but Im happy to give it a try. Does anyone else disagree? No? OK, I think we might have consensus. Lets just check wave your hands if you agree with the proposal... Rob, just checking, because you didnt wave your hands are you happy with the proposal? Ah, I see, yes... I hope your wrist gets better soon. Great, we have consensus, with one stand aside and one reservation!

Step 6: Implement the decision


OK, so were going to squat the land and we need to start fundraising. Well need to decide things like when well start squatting, and what things well need. And for the fundraising well need to identify funds that may be able to help, and come up with other ideas for raising money. And lets talk to people who couldnt come tonight and make sure they can get involved.

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When do I use the block?


Atthedecisionstageoftheconsensusprocesspeoplehaveseveraloptions:toagreewiththeproposal (withorwithoutreservations),tostandasidefromtheproposalbutlettheothersproceed,orto blocktheproposal. Theoptiontoblockaproposalisbasedontheprinciplethatnodecisionshouldbemadeagainstthe willofamemberofthegroup.Itisanintegralpartoftheconsensusprocess.Itmeansthataminority cantjustbeignored,butsolutionswillhavetobefoundthatdealwiththeirconcerns.Ifaproposalis blocked,itmeansthatthegroupcantmoveforward,andneedstocomeupwithadifferentproposal thataddressestheconcernsthatledtotheblock. However,abigresponsibilitycomeswiththeoptiontoblock.Theblockstopsotherpeoplefrom doingsomethingthattheywouldliketodo,thereforeitisonlyappropriatetouseitifmajorconcerns abouttheproposalremainunresolvedwhenitreachesdecisionstage.Apersonconsideringblocking needstothinkcarefullyaboutwhetherstandingasidefromthedecisionlettingothersinthegroup goaheadwouldbeenough.

Key skills for consensus


ActiveListening:Whenweactivelylistenwesuspendourownthoughtprocessesandgivethe speakerourfullattention.Wemakeadeliberateefforttounderstandsomeonespositionandtheir underlyingneeds,concernsandemotions. Summarising:Asuccinctandaccuratesummaryofwhatsbeensaidsofarcanbereallyhelpfulto moveagrouptowardsadecision.Outlinetheemergingcommongroundaswellastheunresolved differences.Checkwitheveryonethatyouvegotitright. Synthesis:Findthecommonground,andanyconnectionsbetweenseeminglycompetingideas,and weavethemtogethertoformproposals.Focusonsolutionsthataddressthefundamentalneedsand keyconcernswithinthegroup.

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Handsignals
Handsignalscanmakemeetingsrunmoresmoothlyandhelpthefacilitatorseeemerging agreements.Thefollowingthreesignalsusuallysuffice:

Raiseahandwhenyouwishto Raisebothhandsifyourpoint isadirectresponsetothe makeapoint. currentdiscussion.Thisallows youtojumptotheheadofthe queue.

Silentapplausewhenyouhear anopinionthatyouagreewith waveahandwithyourfingers pointingupwards.Thissavesa lotoftimeaspeopledontneed tochipintoverballyagree.

Guidelines for taking part in consensus decisions


Ifyoudontunderstandsomething,dontbeafraidtosayso. Bewillingtoworktowardsthesolutionthatsbestforeveryone,notjustwhatsbestforyou.Be flexibleandwillingtogivesomethinguptoreachanagreement. Helptocreatearespectfulandtrustingatmosphere.Nobodyshouldbeafraidtoexpresstheir ideasandopinions.Rememberthatweallhavedifferentvalues,backgroundsandbehaviourand wegetupsetbydifferentthings. Explainyourownpositionclearly.Beopenandhonestaboutthereasonsforyourviewpoints. Expressyourconcernsearlyonintheprocesssothattheycanbetakenintoaccountinany proposals. Listenactivelytowhatpeoplearetryingtosay.Makeadeliberateefforttounderstand someonespositionandtheirunderlyingneeds,concernsandemotions.Giveeveryonespaceto finishandtaketimetoconsidertheirpointofview. Thinkbeforeyouspeak,listenbeforeyouobject.Listentoothermembersreactionsandconsider themcarefullybeforepressingyourpoint.Selfrestraintisessentialinconsensussometimesthe biggestobstacletoprogressisanindividualsattachmenttooneidea.Ifanotherproposalis good,dontcomplicatemattersbyopposingitjustbecauseitisntyourfavouriteidea!Ask yourself:Doesthisideaworkforthegroup,evenifIdontlikeitthebest?orAreallourideas goodenough?Sodoesitmatterwhichonewechoose?. Dontbeafraidofdisagreement.Consensusisntabouteverybodythinkingthesamething. Differencesofopinionarenaturalandtobeexpected.Disagreementscanhelpagroups decision,becausewithawiderangeofinformationandopinions,thereisagreaterchancethe groupwillfindsuitablesolutions.Easilyreachedconsensusmaycoverupthefactthatsome peopledontfeelsafe,orconfidentenoughtoexpresstheirdisagreements.

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Quick decision making


Therearemodelsforreachingaquickconsensusthathavebeendevelopedforfastmoving situationssuchasactionsandprotests,wherepeopleonlyhaveafewminutes(atmost)to cometoadecision. Inquickconsensuswearecuttingshortthediscussionpartand paringitdowntojustoneworkableproposalwithamendments.This isbecauseyouareaimingtomakethebestdecisioninthetimeyou have.Thisneedslotsofpracticeinadvance. Ifyouwanttousethisprocess,you'llneedtodiscussinadvancethe situationswhenyou'lluseit,andtaketimetoexploretheissues involved.Thatwayyou'llalreadyknowwhatpeople'sconcernsand reactionsmightbewhenconfrontedwiththesituation.Ineffect,this islikehavingthediscussionstageoftheconsensusprocessin advance,whichwillallowyoutojumpstraighttotheproposalstage inanurgentsituation.
Facilitator summarises the situation and clarifies the decision to be made Proposal Any Blocks?

No?
Any Stand Asides? Any Amendments?

Yes Counter proposal

How it works:
Tosavetimeappointafacilitatorinadvance.Thefacilitatorbriefly statesthesituation.

Agreement? Onceyou'veclarifiedwhatdecisionneedstobemade,movestraight ontomakingoneproposal.Don'ttrytocomeupwithseveraloptions. Insomecasestheremaybetimefordiscussion,butinotherstherewontbe.Checkwhetheranyone wouldblocktheproposal.Ifitisblocked,thenmakeanewonestraightaway,ratherthanwasting timeontheblockedone.Ifyouhituponaproposalthatwillwork,thengowiththat.

Checkforstandasidesand,ifyouhavetime,makesomefriendlyamendments.Itisreallyimportant thatpeopleunderstandthedifferencebetweenblockandstandaside.Astandasideinquick consensusmeansIwon'tdothis,ablockmeansIdon'twantthegrouptodothis. Ablockkillsaproposalitsatotalveto.Inquickconsensuspeoplenormallyblockeither becauseaproposalwillsplitthegroup(usuallybecausesomepeoplehaveanethicalobjectiontoit, orbecauseitmightendangersomeone'ssafety)orthegroupisfailingtomakeadecision. Astandasideisagreeingtodisagree.Itallowstheproposaltogoahead,butthosethatstand asidetakenopartinthataction. Afriendlyamendmentenhancesaproposal.Itsnotanewidea,butawayofmakinganexisting onemoreeffective. Haveafewpractiserunsinyourgroup.Giveyourselvesatimelimittocometoadecisiononrelevant scenariossuchastheonebelow: Step1:Thefacilitatorbrieflystatesthe situationtomakesureeveryoneisclear: Wevebeengiven2minutestomoveorwe'll allbearrested. Step2:Thefacilitatorasksforproposals: Anyproposals? Step3:Someonemakesaproposal: Yeah,Iproposewesitdownandlinkarms. Step4:Facilitatorrestatestheproposal,for clarity,andthentestsforconsensus: OK,itsproposedthatwesitintheroadand linkarms.Anyblocks? No Anystandasides? Yeah,Illlosemyjob,Iwanttoleave. OK,anybodywillingtogowithJoe? Yes,Iwill. OK,we'reagreed. Step5:Makesureeveryoneknowswhois doingwhatandthengetonanddoit!
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Consensus in Large Groups


Tryingtofindconsensusinalargegroupbringsitsownchallenges.Butcomingtoconsensuswith hundredsoreventhousandsofpeoplecanbeexhilaratingandinspiring!Belowyoullfindlotsoftips formakingconsensusworkinlargegroups,includinganoutlineofthespokescouncil.

Meeting the conditions for consensus in large groups


Extracareneedstobetakentoensurethattheconditionsfor consensusaremetgroupmembersmustshareacommongoal,be willingtobuildtrustandbeabletoactivelyparticipateinaclearand wellfacilitatedprocess. CommonGoal:whetheritsanationalcampaigningnetworkora massprotest,youneedtobeclearwhyandtowhatextentyouare workingtogether. Usually,asmallerfoundinggroupofpeopledecideinadvancewhat theoverarchingaimsofthegroupwillbeandtheninvitepeopleto participateonthatbasis.Thisway,youllallbestartingfromasimilar place.Awrittenstatementoftheaimsandworkingsofthegroupservesasareminderandcanbe usedtobringnewmembersuptospeed.Explaintonewpeoplewhatsalreadydecidedandwhatis stillopentodiscussion.Runintroductorysessions,wherenewpeoplecanfindoutwhatthegroupis allaboutandwhetheritstherightgroupforthem. Coalitionsandalliancesformedbetweenpreexistinggroups,forexampletofightaspecificissue,can finditdifficulttoreachconsensus.Oftenthegroupsinvolvedhavedifferentaimsandsomemaynot becommittedtoconsensus,butaremoreinterestedinpushingtheirpoliticsoneveryoneelse. Trustismoredifficulttoachieveinlargegroupsasitshardertogettoknowoneanother.Spend timediscussingaims,peoplespoliticsandmotivations.Buildinawayfornewpeopletogettoknow atleastsomeofthepeopleinthegroupquickly.Socialtimeisimportanttoo.Acleardecisionmaking processwillhelppeopletotrustthattheywillgetheardandberespectedinthefinaldecision. Time:largegroupmeetingsneedextratimetoenableadequatediscussionandtoallow peopletoexpressandhearallideas.Cuttingoffdiscussionandforcingadecisionwill leavelotsofpeoplefeelingdisempoweredandfrustrated. Clearprocess:largemeetingsneedalotofpreparationandplanning.Atightstructure willbeuseful,howeverthiscanalsobeoverlyrestrictive.Strikeabalancebetweenstruc tureandopenflow. Makesurethateveryoneunderstandshowthemeetingwillwork,howdecisionsaremade andhowtoparticipate.Runregularconsensusworkshopsandexplaintheprocessatthe beginningofeverymeeting.Useflipchartstowriteuptheconsensusflowchart,the agenda,keypointsofthediscussionandkeydecisionsandputthemuparoundtheroom sothateveryonecanseethem. Activeparticipation:largemeetingscaneasilybedominatedbytheconfidentfewwithlessassertive orlessexperiencedpeoplefindingitdifficulttoparticipate.Goodfacilitationandtechniquessuchas splittingintosmallgroupscanhelpeveryonetotakeafullpartinthemeeting. Facilitation:youwillneedafacilitationteamwhoallknowexactlywhatjobtheyaredoing someonetofacilitate,someonetotakehands,someonetowriteupnotesonaflipchart,atime keeper,adoorkeeperandsomeonetopreparerefreshments.

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Consensus processes for large groups


Thesixstepsforreachingconsensusarethesameasforsmallgroups,butsomestepsmayhappen witheveryonetogetherandotherstepsmayhappeninsmallgroupstoenableindepthdiscussion andparticipation.Processesdevelopedforlargegroupsincludedelegation,largeplenaries,splitting intosmallergroupsandthespokescouncil.Usuallyacombinationofprocessesisneededforasmooth andsuccessfullargegroupmeeting.

Delegation Youcansavelotsoftimeandfrustrationby delegatingdecisions.Avoidmicromanagement, wherethewholegroupdecidesinfinedetail whatneedstobedone.Makepolicyor frameworkdecisionsinthewholegroupand delegatetheimplementationanddetailto workinggroups.Trustpeopletoworkinthe spiritofthegroupandtheagreementsyouve made,butalsobuildinregularreportbacksso thatthewholegroupiskeptinformedaboutthe worksubgroupsaredoing. Large plenaries Largegroupplenaries,wherethewholegroup comestogetherinoneplace,canbeusedto shareinformation,tomakeproposalsandfor finaldecisionmaking.
Howeverplenariesaremuchlessusefulfor discussionsthatinvolveeveryoneastheytendto bedominatedbyafewconfidentpeople.There arealsotimeconstraintsgivingeveryonejust3 minutestospeakinameetingof200people wouldtake10hours!Plenariesarealsolimited bynumberstoolargeandpeoplewontbeable tohear,seeeachotherorevenfitintooneroom. Toincreaseparticipationyoucanlimitthe numberoftimesapersoncanspeakandgive preferencetowomen,newpeopleetc.Tohelp withclarity,summariseregularlyandwriteup keywordsforeveryonetosee.Makesure everyonecanheareachother(thismightrequire amicrophonehavealookatourguideon AccessIssuesformoretips).

possibleideas.Thenpeoplesplitintosmall groupstodiscusstheideasandcomeupwith more.Youcaneitheraskeachgrouptoexplore alltheideas,oreachgroupcouldtakeawayjust oneideatoexamineindepth.Thesmallgroups returntothemainforumandreportback, highlightingpossibleobstaclestoeachidea.If fullgroupdiscussioncannotresolvethe obstacles,smallgroupscangoawaytotrytofind waystosolvetheproblem. Somepeopleresistsmallgroupwork.Itrequires trusttoletotherpeoplegoawayanddiscussan issue,andthattrustisntalwayspresent.Some peoplejustlikehavingalargeraudience,others struggletochoosebetweenworkinggroups.To reassurepeopleandtomakesurethatideasand pointsdontgetlost,itsimportanttohavea wellfunctioningfeedbackprocess. Thisprocessisstilllimitedbysizeasitinvolves someplenarydiscussion.

The spokescouncil Thespokescouncilenablesconsensusdecisions withhundredsandthousandsofpeople,withthe maximumnumberofopinionsandideasbeing heardinanefficientway.Itisusedbymany groupssuchassocialcentres,workerscoops, peaceandenvironmentalmovements.


Inaspokescouncil(seeflowchartbelow)the meetingbreaksupintosmallgroups,whichstart bydiscussingtheissue(s)tocomeupwith concernsandideas.Ifasmallgroupcanreach agreementonapreferredproposalthatcan speeduptheprocess,butitsnotalwayspossible. Eachgroupthensendstheirspoke(delegate)to thespokescouncilmeetingtofeedbacktheir groupsideas,concernsandproposals.The spokeslookforoneormoreproposalsthatthey thinkmightbeacceptabletoallgroupsandtake thesebacktotheirgroupsfordiscussionand amendments. Eachsmallgroupcheckswhetherthereisagree ment,whichisreportedbacktothe spokescouncilbythespokestocheckwhether thereisagreementbyall,orifnottodrawup
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Working in small groups Theadvantagesofsplittingintosmallgroupsfor discussionarethattheycreatesafer,more dynamicspacestoworkinandincludemore peopleinadiscussion.Peoplewillbemuchmore comfortabletalkingopenlyinasmallgroupof6 15people.Workinginsmallgroupsalsosaves time.
Workinginsmallgroupsusuallybeginswiththe wholegroupstartingtodiscusstheissue,high lightingproblemsanddrawingupalistof

Consensus Decision Making

newproposals.Thepowertomakedecisionslies firmlywiththesmallgroups,notthespokes. Smallgroupsareoftenbasedaroundpreex istinggroupssuchasworkteams,localgroupsor affinitygroups.Alternatively,alargegroupof peoplemightsplitintosmallergroupsjustfor thedurationofonemeeting,inwhichcase groupscanbecreatedrandomly,orbygrouping peoplearoundsomethingtheyhaveincommon suchaslivinginthesameareaorregion. Thespoke:Thespokesroleistofeedback informationbetweenthesmallgroupandthe spokesmeeting.Thespokeneedstoactasa voiceforeveryonewithinthesmallgroup, communicatingthebreadthofcollectivethought ratherthantheirownpersonalpointofview. Beingthespokecarriesalotofresponsibilityto representinformationaccuratelyandtonot manipulatetheprocess. Generallyspokesdonotmakedecisionsfortheir group.Theywillalwayscheckbackforagree mentbeforeadecisionisfinalised.However,an individualsmallgroupmayempowertheirspoke totakedecisionswithinagreedparameters. Youmightliketorotatetherolefrommeetingto meeting,oragendaitemtoagendaitem.Italso helpstohavetwospokes,oneofthempresenting theviewpointsandproposalsfromtheirsmall group,theothertotakenotesofwhatother groupshavetosay.Thishelpstoensurethat ideasdontgetlostormisrepresentedinthe transmissionbetweensmallgroupsandthe spokescouncil. Thefacilitationteam:Youllneedateamofat leastfourfacilitatorstokeepanoverviewand helpsmallgroupsandspokeswhentheyget stuck,tosynthesiseproposalsandtokeepthe meetingfocused.Youllalsoneedpeopletotake minutes.FormorereadourbriefingonFacilit atingMeetings. Time:Allowsmallgroupsenoughtimefor discussion.Ifsmallgroupsstruggletocometoan agreementwithinareasonabletimethespoke canfeedbackthewholebreadthofopinion withinthegroup.

Variations of a Spokescouncil Fishbowl:Tomakethespokescouncilmore accountableandreducetheneedforrepeating information,itcantakeplaceinthefishbowl format(seediagram),withthegroupssittingin anoutercirclearoundthespokes.Eachgroup cansitdirectlybehindtheirspoke,whichmakes iteasierforthespoketoquicklycheckbackwith theirgroup.Onlythespokesshouldspeak (exceptduringsmallgroupdiscussiontime).
Groupsclustered behindspoke Spokes

Tieredspokescouncils:Evenspokescouncil meetingsarelimitedinsizewhenthereare morethan3040spokesandsmallgroups anothertiermightbeneeded. Inthiscaseeachspokescouncilsendsaspoketo asecondoreventhirdlevelspokescouncil.With thisnumberofpeopleitbecomesevenmore importanttothinkcarefullyaboutwhich decisionsactuallyneedtobemadebyeveryone andwhichcanbelefttoindividualgroups.Tens ofthousandspeoplehavesuccessfullyachieved consensusbyhavingtiersofspokesmeetings. However,quiteoftenthetieredspokescouncil canjustactasachannelforinformationand consultationratherthanbeingusedforactual decisionmaking. Longdistancespokescouncils:The spokescouncilmodelalsoworksforlongdistance decisionmaking.Ratherthanallmembersofall groupsconverginginoneplacetomakea decision,groupscandiscusstheissueathome andthensendaspoketoameeting.Thespokes comebackwithaproposalthatthegroupseither acceptoramend.Toavoidtimedelaygroupscan bemeetingintheirhometownsatthesametime asallthespokesaremeeting.Thespokesringor emailproposalstothegroupsfordiscussionand feedback.Anotheroptionisthatspokestalkto eachotheronthephoneorviainternetchator email.

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The stages of the consensus process for large groups


Discussions in the spokescouncil Feedback through the spokes Discussions and decisions in small groups

Step 1: Introduce and clarify the issue(s) to be decided


Share relevant information. Work out what the key questions are. This step can either happen with the whole group together or just with the spokes in the spokescouncil who then feed back to small groups.

Step 2: Explore the issue and look for ideas


1. Gather initial thoughts and reactions. What are the issues and concerns? 2. Collect ideas for solving the problem write them down. Feedback ideas and concerns 3. Have a broad ranging discussion and debate the ideas. What are the pros and cons? Start to think about solutions to the concerns.

Step 3: Look for emerging proposals


Is there one idea, or a series of ideas, that brings together the best qualities of what has been discussed? Look for a solution that everyone might agree on and create a proposal.

Eliminate some ideas, shortlist others.

Feedback ideas, concerns and proposals from other groups

Step 4: Discuss, clarify and amend proposals


Taking into account all the other groups positions as well as those within your own group. Ensure that any remaining concerns are heard and that everyone has a chance to contribute. Look for amendments that make the proposals even more acceptable to the whole group.

Step 5: Test for agreement


Feedback position of each small group Check for blocks, stand asides, reservations and active agreement.

No?

Check if decision has been reached

Yes?

Step 6 Consensus! Implement the decision. Decide who will do what, when it needs to be done by,Making necessary, how it should bePg.17/24 done. Consensus Decision and if

Troubleshooting consensus
In troubleshooting consensus:
Pg.18 Pg.19 Pg.19 Pg.19 Pg.21 Meetings take a long time Urgent decisions Our meetings lack focus Cant reach a decision Disruptive and dominating behaviour Pg.22 What to do when someone blocks Pg.24 Steamroller proposals Pg.24 Bias towards the status quo

Likeanymethodofdecisionmaking,consensuscan workbetterintheorythaninpractise.However, mostofthestickingpointsstemfromlackof experience,orthefactthattheconditionsfor consensusarentbeingmet,ratherthantherebeinga problemwithconsensusitself.Ittakestimetounlearn thepatternsofbehaviourwehavebeenbroughtupto acceptasthenorm.Probablythemostimportantthing todoistotaketimeandreflectonhowyourconsensus processisgoing,givingeachotherfeedbackand constantlylookingforwaystoimprove.

Whenthingsdogettrickyinameeting,itisimportant togettothebottomoftheunderlyingissues.Developyourabilitytospotproblemsandthereasons behindthem,andlearnhowtodealwiththem.Thereareahandfulofreallycommonproblems,but therearemanypossibleissuesunderlyingthem.Theapproachyoutakewilldependonthecauseof theproblem.DontjustaskWhatshappening?AlsoaskWhyisithappening?Themoretrustand understandingthereisinagrouptheeasieritistoovercomeproblems.Facilitationcanhelpby supplyingthetoolstoavoidproblemsinthefirstplaceandtodealwiththemcreativelyiftheydo occur. Belowwevecompiledideasfordealingwithcommonissuesinconsensusbasedmeetings.

Our meetings take a long time how can we speed things up?
Reachinggoodconsensusdecisionscantakelongerthan voting,especiallywhenagroupisnewtoit.Itcantake timetolookatideasuntilallobjectionsareresolved,and somedecisionsmighttakemorethanonemeetingto decide.Theadvantageofconsensusisthatdecisionsare usuallyofahigherstandard.Consensusdoesgetquicker withpractise,particularlyinalongtermgroup.

Save time in consensus by: makingsureinadvancethatyouhavealltheinformationyouneedatthemeeting.Ifvitalfacts aremissing,workoutwhatneedstobedonetogetthemforthenextmeetingandmoveon;


delegatingnittygrittybusinesstoworkinggroups(e.g.publicityorfundraising); splittingthemeetingintoparallelworkinggroupstodealwithseveralissuesatonceeach workinggroupcomesbackwithaplatterofproposalsforthewholegrouptodecideon; delegatingasmallgrouptosynthesiseeveryonesideasintoafewpossiblesolutionstobe discussedlaterbythewholegroup; goodfacilitationkeepthegroupfocussedandstoppeoplefromgoingoffontangents; keepingaccurateminutestoavoidhavingtorevisitdecisions.

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Urgent decisions
Timepressuretofindasolutiontoanurgentproblemleadstostressand grouppressuretojustgetonwithit.Whenmeetingsrunforalongtime becauseadecisionmustbemadetoday,manypeoplewillgettired,leaving onlythosewiththemoststaminatobeinvolvedinthefinaldecision. Allowenoughtimeintheagendatotackleurgentissuesadequately.Postpone lessurgentdecisions,orallowthemlesstime.Canthemeetingbeextendedor continuedanothertime?Couldyoufindatemporarysolution?Couldasmall groupgoawaytodiscuss(andresolve)theissue?

Our meetings lack focus


Alackoffocuscanbeveryfrustratingwhenyouneedtomakedecisions.Toavoidthisdrawupan agendathatoutlineswhatwillbediscussedinwhatorder,andthensticktoit.Appointafacilitator tohelpthegrouptostayontopicandstoppeoplefromgoingoffontangents.Ifnewissuescomeup inadiscussion,acknowledgethattheyneeddiscussingtoo,butseparately.Makeanoteofthemand scheduleatimetodiscussthem.

What if were stuck and cant reach a decision?


Do the conditions for consensus existin your group? Doyouneedtospendmoretimeondevel opingsharedgoals?Iseveryonecommittedto workingtogethertofindasolution?
Doeseveryoneunderstandhowconsensus works?Doyouneedtoexplaintheprocess?Do youhavegoodfacilitator(s)? Doyouhavealltheinformationyouneedto makeadecision?Ifnot,howcanyougetit? Doyouhaveaworthwhiledecisiontomake? Wheretheresnothingtothinkabout,flipacoin. Isthegroupunabletoreachadecision becauseithasnogoodchoices?Areyouforced tochoosebetweenbeingshotandhung?Can youcreateasituationwhereyoucanmakereal choices? Alternatively,itmaybethatsomeonehasntbeen listenedtocarefullyenough,andpeopleare assumingtheyveunderstoodwhentheyhavent. Encourageeveryonetoexplaintheirviewpoints inmoredepth.Whatsattherootofpeoples worries?Whicharetheissuesthatarevitalto addressandwhichonesaresideissues?Which areasdoeseveryoneagreeonandwhatarethe unresolvedconcerns?

Have you had an honest discussion about where people are coming from? Sometimesthegrouphasnotgonedeep enoughintheirdiscussion.Peoplemaybe holdingbackfrombeingcompletelyopen abouttheirconcernsandmotives,orthey mightfinditdifficulttoexpressthem.

Has the discussion become polarised? Groupsoftengetparalysedbyindividualsor factionsholdingstrongconflictingpositions. Remindyourselvesthatconsensusisaboutco operatingtofindsolutionsandnotcompeting. Holdingontoourpersonalagendasandopinions isoftenanobstacletothiscooperation happening.Encourageselfreflection.Ifthe languageofadiscussionstartstakingontonesof either/or,takeabreakandthinkofnewways forward.Cantheideasworktogetherinany way?Arewefallingoutoversmalldetailsand forgettingthatwehavealotincommon? Askpeopletoarguethepointofviewthey liketheleasttohelpthemunderstandthe othersideoftheconflict.

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Do you need to agree now or can you choose one of the options below? Breakdownthedecisionintosmallerbits.Are thereanypointsonwhichyouagreeandcan moveforward?Canotherareasbedecidedlater?
Putthedecisiononice,andcomebacktoitin anhour,adayoraweek.Whenpeoplehavea chancetocooloffthingscanlookquitedifferent. Atothertimespeoplemightjustbetootiredto seeawayforwardsoabreakoracupoftea mighthelp.Ifthedecisionispostponedtryto engageconflictingpartiesinconflictresolution inthemeantime. Imaginewhatwillhappeninayear,orfive yearsifyoudontagree.Howimportantisthe decisionnow?Alongtermviewcanmake peoplemorewillingtoshifttheirpositions. Agreeanalternativeprocessfortakinga decisionthatallpartiescansignupto.This couldbeallowingtheperson,orpeople,most affectedtomakethedecision,puttingallthe possibilitiesintoahatandpullingoneout,or tossingacoin.Somegroupsalsohavemajority votingasabackup,oftenrequiringanover whelmingvotesuchas80%or90%tomakea decisionvalid.Becarefulnottoturntothisat thefirstsignoftroubleitsadefinitelastresort inaconsensusgroup.

Do you need an outside facilitator to help you through your sticky patch? Bringinginoutsidehelpneedstohappenwhen theresenoughgoodfeelingleftforpeopletoco operatewiththeprocessandbewillingtoaccept adifferentfacilitator.Quiteoftenanoutside facilitatorwillbeseenasneutral,whichcanhelp thingsalong. Is it time to split the group? Ifthesamepeoplecontinuallyfindthemselvesat oddswiththerestofthegroup,itmaybetimeto thinkaboutthereasonsforthis.Isthisreallythe rightgrouptobein?Doallmembersofthe groupsharethesamegoals,andiseveryone committedtotrueconsensus?Youmightneedto spendsometimeexploringtheseissues. Dependingontheanswersagroupmayask memberstoleaveorsplitintotwogroups. Althoughthismightbepainful,itwillbebetter foreveryoneinthelongrun.Ideally,youllcarry onsupportingeachotherandworkingtogether onsharedprojects.

Too many ideas?


Sometimesanissuebringsupalargenumberofideas.Pickaprocessthatgivesspacetohearand considereachideainturn.Whichpartsofitwork,whichdontworksowellforthegroup?Canyou pickelementsfromdifferentideastocreateonecombinedsuperproposal?Arethereanyideasthat canbefilteredoutforexample,ideasthatgoagainsttheaimsofthegroup?Cansomeproposalsbe delegatedtoworkinggroupsfordecisionmaking?

Techniques for evaluating ideas: ProsandCons:listthebenefitsanddrawbacks ofeachideaandcomparetheresults.Thiscanbe donebythewholegrouporbysplittinginto smallgroups.


PlusMinusImplications:createatablewith threecolumnsentitledPlus,Minus,Implications. InthePluscolumnwritedownthepositive aspectsoftheoption,intheMinusthenegative consequences,andputanyotherinterestingor importanteffectsintheImplicationscolumn.

Stickersanddots:foraquickprioritisingexer ciseyoucangiveeveryoneanumberofstickers ordots(16usuallyworks).Askpeopletostick theirstickersbytheissueorideathatthey considertobemostimportantforthegroupto dealwith. ShowofhandsandStrawpolls:aquickwayof gauginggroupopinionandidentifyingpotential waysforward.Bewareofusingthisasashortcut toreachingadecisionwithoutafulldiscussion!

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How can we deal with disruptive behaviour?


Doyourmeetingssufferfromdisruptivebehavioursuchaschatting,peoplecominglateandleaving early,incessantjoking,andgoingoffontangents?Thiscouldbeasignthatpeoplesneedsinthe meetingarenotbeingfulfilled.Weallbringanumberofneedswithusweneedtofeelthatweare beingtreatedfairly,wantourexpertiseandexperiencetobevaluedandouropinionstobeheard. Whentheseneedsarentfulfilledpeoplecaneasilyfeelalienatedfromthemeeting.Thisoften expressesitselfindisruptivebehaviour.Forexample,ifsomeonefeelstheyhadnosayinthechoice ofagendatheymaynotseetherelevanceofwhatisbeingdiscussed.Makesureeveryoneisableto participateandusefacilitationtoolstokeepthemeetingontrack. Alternativelythemeetingmightsimplyhavegoneonfortoolong,andpeoplearetiredandhungry andjustneedabreak.Itsalsoworthcheckinginwithindividualsaspeoplesabilitytositstilland focusvaries.Buildinbreaksevery90minutesandprovidefoodanddrinksforpeopletorecharge.

Our group is dominated by a few individuals. Acommonformofdisruptivebehaviouriswhenahandfulofdominantpersonalitiesdomostofthe groupstalkingandorganising.Thekeytoreducingdominatingbehaviouristorecognisethatitisa twowayprocess.Peoplecanonlydominateagroupifothersletthem.


Therearedifferentkindsofdominatingbehaviour.Somepeoplelikepowerandwillusetheirskills andexperiencetomanipulateagroup.Thisneedstobechallengedopenly.Atothertimes,some peopleendupdoingmostoftheworkwithinagroup,leadingtomoreknowledgeoftheissuesand moreemotionalinvestment.Thismeanstheycanfindthemselvesspeakingalotinmeetingsand dominatingthediscussionswhethertheylikeitornot.Oneofthebestwaystodealwiththisisfor everymemberofthegrouptodoafairshareofthework,ratherthanlettingoneortwopeopledoit all.Thatwayinformation,skills,andeffortaremoreequallydistributed.Takingonmoretasks shouldalsoenablequieterpeopleinthegrouptohavemoreconfidencetospeakup. Whateveritscauses,dominantbehaviourcanbediscouraged,andotherpeoplesparticipationcanbe increasedwiththeuseofafewsimplefacilitationtools:

Reaffirmthegroupscommitmenttoconsensus decisionmakingatthestartofmeetings. Gentlyreminddominantpeoplethatothers alsohavevaluedopinions,andthatmeeting timeislimited:Thanksforthatcontribution. Itwouldbereallynicetohearfromanyone thatsnotyethadthechancetospeak.... Setupagroupagreementthatincludesagree mentsnottointerrupt,andtoalloweveryonea chancetospeak. Informationispowershareinformationat

thebeginningofthemeetingthroughpresenta tionsandquestionandanswersessions. Usegorounds,smallgroupsandpaired listeningtoalloweveryonetohaveachanceto speak. Usehandsignalssothatyoucanseewho wantstospeak,andprioritisethosewho haventcontributedsooften. Inviteanexperiencedfacilitatortocometo yourgroup.Theycanhighlightanddealwith unhealthygroupdynamics.

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What to do when someone blocks?


Why do blocks occur? Inanidealconsensusprocess,ablockwouldntoccur,sinceanymajorconcernsaboutaproposal shouldhavebeennoticedanddealtwithbeforemovingontothedecisionstage.Thefactthat someonefeelstheneedtoblockaproposalmeansthatsomethinghasgonewrongearlierinthe process,butbecausethiswillsometimeshappentheoptiontoblockneedstobeavailable.
Fundamentally,blocksoccurwhentheconditionsforconsensusarentbeingmet.Thekindofthings thatcommonlygowrong,andendupwithablockare: Theproposalgoesagainsttheagreedaims andprinciplesofthegroup. Theproposalimpactsinaprofoundly negativewayonanindividualsfundamental needs. Goingaheadwiththeproposalwouldlead tosevereconsequencesforindividual membersorthegroup,e.g.membersleaving thegroup,eitherimmediatelyorinthe longerrun;orseriouslegalconsequences. Anindividualhasntbeenabletoexpress theirconcernsinawaythatthegroupcan understand,orevenatall. Thegroupisnotreadytomakeadecision moreindepthdiscussionisneededto addresseveryonesconcernsandtoinvolve everyoneinthedecisionmaking.Thereare manyreasonsforthis,including:members ofthegroupmaybeabsent;noteveryone hadachancetofeedintheirviews;the proposalisbeingrushedthrough;people needtosleeponit;vitalinformationis missing.

What to do in case of block Oncesomeonehasblocked,itisimportantforthewholegrouptounderstandthereasons behindit.Findoutwhetheranamendmenttotheoriginalproblemmightbesatisfactoryto everyone,ifnot,gobacktodiscussingotherpotentialsolutionstotheissue.


Itisalsoworthcheckingwhethertheblockisactuallyastandaside,assometimespeoplearentclear whatthedifferenceisbutremembertobecarefultoavoidputtingpressureonthepersonblocking whencheckingthis.

What if people are afraid to block? Makinguseoftheblockcanbehard,especiallyforpeoplewhodontfeelconfidentintheirgroup.It caninvolvestandinguptoperceivedoractualgrouppressureandimpatience.Manypeopleare temptedtokeepquietandimportantdiscussionsaresometimesavoided.


Createanatmospherewherepeoplewillfeelabletoblock.Thisplacesparticularresponsibilityonthe facilitatortocheckwhatlevelsofagreementexistandtomakepeoplecomfortabletospeakup.

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www.seedsforchange.org.uk

What if the block is being misused? Becauseblocksaresuchpowerfultoolsitsimportanttobeawareofhowtheycanbemisused.Some ofthecommonmisusesare:


consciousorsubconscioususeoftheblocktomaintainorgainpowerorattention; differentculturalandpoliticalbackgroundsleadingtomisunderstandingoftheblock; thepersonblockingdoesntunderstand,orisnotcommittedtoconsensus.Forexampleblocking whentheproposalisstillbeingdiscussedi.e.notatthedecisionstageyet.Thiscouldeitherbe becausesomeonedoesntunderstandtheprocessorbecausetheyhavealreadymadeuptheir mindandarenotpreparedtolistentootherpeoplespositions.

If you feel a block is being misused:

Explaintheconsensusprocessandhowthe blockworks.Dothisatthebeginningofmeet ings,andpossiblyagainifablockoccurs. Discussthedifferencebetweenablockanda standaside.Itmaybecomeclearthatanobjec tionisastandasideratherthanblock.Be carefulthatthepersonblockingdoesntfeel underpressuretostandaside. Ifsomeoneregularlyblocksitmayindicate thatthegroupisntmeetingtheirneeds

perhapstheydontfeellistenedto?Tryto uncoversuchhiddendynamicsanddealwith them. Ifsomeonefindsthemselvescontinuallyat oddswiththerestofthegroupitmaybetime toconsiderwhetherthisistherightgroupfor thatperson.Doesthepersonagreewith everyoneelseabouttheaimsandprinciplesof thegroup?Woulditbebetterforthepersonto leave?

What if people refuse to accept the validity of a block? Insomecasestherestofthegroupisunwillingtorespectablock.Thisisadifficultsituation.A groupshouldrespectablock,unlessitstemsfromafundamentaldisagreementwiththeaimsofthe grouporisdrivenbyabuseofpower(althoughitisntalwayseasytotellifthisisthecase.)
Somepeoplearguethatyoushouldonlybeallowedtoblockaproposalifitisagainstthewellbeing ofthegroup,howeverwefeelitisvalidtoblockforpersonalreasons.Weneedtorespecteachother evenifwedisagreeprofoundlywecantjustdrawanarbitrarylinetostoprespectingpeoplewhen itsabouttheirpersonalviewratherthanthegroupsinterest.Commitmenttoconsensusmeans carryingonlookingforsolutionsforeveryone,evenwhenitbecomesdifficult. Ifagroupgoesagainstablockthiscancompletelyunderminethememberscommitmenttothe groupandisagainsttheprinciplesofconsensus.Thefactthatsomeonefeelstheneedtoblock suggeststhattheirconcernshavenotbeentakenintoaccount.Ifthatblockisthennotacceptedby thegroup,thismightbeanevenmoreserioussignthattheyarenotbeingrespected.Thismeansthat theconditionsforconsensusarenotbeingmet,andthisneedstobeaddressed.
In the short term there are a few things you can do if a block is not being accepted:

Haveabreakfor10minutesorevenafew daysitallowspeopletocooldownandhave athink.Quiteoftenthegroupwillfeeldiffer entlyafterabitoftimeout. Gobacktoexploringpeoplesneedsand concerns.Makesurethatthememberusingthe

blockisabletoarticulatethemselvesclearly, andthegroupcanunderstandtheirconcerns.

Ultimatelyifagrouprefusestorespect someonesblock,thenthismayleadtothat personleaving.Itisimportanttoremind everyoneofthatconsequence.

Consensus Decision Making

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Steamroller proposals
Sometimespeoplealreadyhavefirmideasor proposalswhentheycometoameeting.This couldbefromaworkinggroup(suchasfunding orpublicity),alocalgrouporanindividualwho hasalreadyspentsometimethinkingaboutthe issue.Bringingproposalstoameetingcanbe helpfulinspeedingupthediscussions.However thereisadangerthattheproposalwillbe pushedthroughwithoutdiscussionor modification.Also,peopleatthemeetingoften reactnegativelytoaproposalbecausetheyhave nothadtimetoconsiderthematterfor themselvesandfeelsteamrollered,evenifthat wasnottheintentionoftheproposer. Toavoidtheseproblemsitsimportanttoremind everyonethatconsensusisbasedontaking everyonespointofviewintoaccount,exploring differentoptionsandcombiningthebest elementsintoaproposal.Peoplebringingideas tothemeetingneedtobewillingtoletthegroup modifyandadjustthem,maybeevenbeyond recognition.

Dealing with pre-existing proposals


Option 1:
After explaining the issue to be discussed collect any existing proposals and put them to one side. Together explore the issue, gather concerns and look for any other new ideas. Add new ideas to your list. Have a broad ranging discussion about all ideas the pre-existing ones and those that have come out of the meeting. Synthesise a proposal for consensus out of these.

Option 2:
After explaining the issue to be discussed, outline the existing proposal. Together explore the issue itself and the pros and cons of the proposal. Make a list of peoples concerns and other ideas. Modify the proposal to address these until everyone is happy with it. (This only really works if there is just one existing proposal. If there are two or more, using this process would set up an either/or dynamic that might make it really hard to reach agreement).

Our group is biased towards the status quo


Inconsensusbasedgroupstherecanbearesistancetochange,withsomepeopleusingthedecision makingprocesstoconsistentlystiflenewinitiativesandtomaintainthecurrentposition. Manypeopleareafraidofchangeandcanfeelchallengedbynewpeoplewantingtointroducenew waysofdoingthings.Itcanbehardtoovercomethis,butconsensusshouldnotbeusedastostifle innovation.Consensuscanhelpinthesesituationsbyaccommodatingboththewishforchangeand thewishtoprotectthatwhichiswellprovedandworking.Ifthisisnotachievedthenultimately peoplewillgetfrustratedandleavethegroup.Atthesametimeitiswellworthtakingintoaccount peoplesexperiencetheremaybeverygoodreasonswhytheyareopposingsomething. Someideastotry: Asubgroupcouldgoaheadwithaprojectwithouteveryonebeinginvolved. Atrialperiodforanewwayofdoingthis,withbuiltinreview. Identifywhatitisthatpeopleareafraidofandfindsolutions.

For more briefings and training workshops see:

www.seedsforchange.org.uk

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