Consensus decision making:

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Consensus decision making the basics
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3920 Autonomous Geographies, Sustainable
Futures SCHOOL OF GEOGRAPHY
Consensus decision making principles

• No one is more qualified than you are to make
  decisions about your life
• You should have power to influence a decision in
  proportion to the impact that decision will have
  on you
• Needs prior commitment from everyone to making a
  fair decision
• Dialogue between equals it is NOT adversarial
  politics
• Taking account of everyones needs giving real
  commitment to final decision
• Finding solutions that everyone can live with
• Working with each other - not for or against each
  other
• Attempts to avoid tyranny of the majority
  where minority views are lost
• Power of veto for the marginalised - not to avoid
  deadlock or create compromise
• Can work in small and large groups
• Not problem free or a dogma to be use at all
  costs it is contextual

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3920 Autonomous Geographies, Sustainable
Futures SCHOOL OF GEOGRAPHY
Problems

• Those with more experience can manipulate the
  outcome.
• Existing policies remain in place if no decision
  is reached.
• Time commitment leading to frustration and
  weaker commitment.
• The right to veto can be a lethal tool and open
  to abuse
• Those who know more about an issue will have more
  power
• Without a common aim a deep understanding and
  respect for consensus is less likely.
• Balancing personal and collective freedom how
  are they linked?

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Guidelines for consensus

• Be respectful and trust each other. Don't be
  afraid to express your ideas and opinions.
• Don't assume that someone must win and someone
  must lose. Look for the most acceptable solution
  for everyone.
• Think before you speak, listen before you object.
  Listen to others reactions, and consider them
  carefully before pressing your point.
• Remember that the ideal behind consensus is
  empowering not overpowering, agreement not
  majorities/minorities.

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Conditions for Consensus
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Typical Consensus Process
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Dealing with disagreements

• The major objection (block or veto)
• The minor objection (stand aside)
• Agree to disagree no agreement (what are risks)
• The Fridge Put the decision on ice for an hour
  or day
• Back-up options
• Allow the person most concerned to make the
  decision.
• Put all the possibilities into a hat and pull one
  out.
• Majority voting as a backup
• Leaving the group

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Facilitating the meeting

• Good facilitation key
• Little emotional investment in the issues
  discussed.
• Energy and attention for the job at hand.
• Understanding of tasks for the meeting as well as
  long-term goals of the group.
• Good listening skills to be able to understand
  everyone's viewpoint properly.
• Confidence that good solutions will be found and
  consensus can be achieved.
• Assertiveness that is not overbearing
• Respect for all participants and interest in what
  each individual has to offer.
• Clear thinking observation of the whole group.
• Attend both to the content of the discussion and
  the process and emotions

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Meeting roles

• All optional or merge-able
• Facilitator
• Co-facilitator (for large meetings)
• Minute taker
• Time keeper
• Speaker-hand taker
• Welcomer-doorkeeper
• Vibes watcher!

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Tools for meetings

• Beforehand
• Training
• Setting up the venue (make a list of tasks)
• Group agreements and ground rules
• Clear agenda
• Use of hand signals (see slide)

• Making a decision
• Go rounds
• Ideas storm
• Straw polls temperature checks
• Pros and cons
• Plus-minus-interesting
• Taking breaks
• At end
• Evaluation

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Tools hand signals
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Consensus exercise In groups of around 12, use
the proposal structure to decide how you will
plan a group night out. Remember the idea is to
generate proposals and reach a decision that you
have consensus on and that you can implement
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Resources

• Seeds for Change www.seedsforchange.org.uk
• Trapese www.trapese.org
• Handbook For Change www.handbookforchange.org