Professional Documents
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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
Representative democracies
Poweranddecisionmakingistakenawayfrom ordinarypeoplewhentheyvoteforleaders handingoverpowertomakedecisionstoa smallelitewithcompletelydifferent interestsfromtheirown.Beingallowedto vote20timesinalifetimeforanMPor senatorisapoorsubstituteforhavingthe powerourselvestomakethedecisionsthat affecteveryaspectofourlives. Inanycase,therearemanyareasofsociety wheredemocraticprincipleshavelittle influence.Mostinstitutionsandwork placesareentirelyhierarchicalstudents
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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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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.
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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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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!
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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 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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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.
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Handsignals
Handsignalscanmakemeetingsrunmoresmoothlyandhelpthefacilitatorseeemerging agreements.Thefollowingthreesignalsusuallysuffice:
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No?
Any Stand Asides? Any Amendments?
How it works:
Tosavetimeappointafacilitatorinadvance.Thefacilitatorbriefly statesthesituation.
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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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.
Working in small groups Theadvantagesofsplittingintosmallgroupsfor discussionarethattheycreatesafer,more dynamicspacestoworkinandincludemore peopleinadiscussion.Peoplewillbemuchmore comfortabletalkingopenlyinasmallgroupof6 15people.Workinginsmallgroupsalsosaves time.
Workinginsmallgroupsusuallybeginswiththe wholegroupstartingtodiscusstheissue,high lightingproblemsanddrawingupalistof
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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No?
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.
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.
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Urgent decisions
Timepressuretofindasolutiontoanurgentproblemleadstostressand grouppressuretojustgetonwithit.Whenmeetingsrunforalongtime becauseadecisionmustbemadetoday,manypeoplewillgettired,leaving onlythosewiththemoststaminatobeinvolvedinthefinaldecision. Allowenoughtimeintheagendatotackleurgentissuesadequately.Postpone lessurgentdecisions,orallowthemlesstime.Canthemeetingbeextendedor continuedanothertime?Couldyoufindatemporarysolution?Couldasmall groupgoawaytodiscuss(andresolve)theissue?
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.
Stickersanddots:foraquickprioritisingexer ciseyoucangiveeveryoneanumberofstickers ordots(16usuallyworks).Askpeopletostick theirstickersbytheissueorideathatthey considertobemostimportantforthegroupto dealwith. ShowofhandsandStrawpolls:aquickwayof gauginggroupopinionandidentifyingpotential waysforward.Bewareofusingthisasashortcut toreachingadecisionwithoutafulldiscussion!
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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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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:
blockisabletoarticulatethemselvesclearly, andthegroupcanunderstandtheirconcerns.
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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.
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).
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