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MA
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Consensus decision making:
the basics
School
MA
3920:
in Activism
Autonomous
of something
and Geographies,
Social ChangeSustainable Futures
FACULTY OF
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OF GEOGRAPHY
OTHER
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 everyone’s 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
School
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and Geographies,
Social ChangeSustainable Futures
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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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MA
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Tools for meetings
• Beforehand
• Making a decision
•
Training
•
Go rounds
•
Setting up the venue (make a list of tasks)
•
Ideas storm
•
Group agreements and ground rules
•
Straw polls – temperature checks
•
Clear agenda
•
Pros and cons
•
Use of hand signals (see slide)
•
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