<strong>Consensus</strong>:a flow of Process& State of MindIntroduceand clarify processand agendaEnsure equalunderstanding of &access to thediscussion.BroaddiscussionOpen-minded &inclusive discussion tohear diverse voices andopinions & empathisewith concerns.Process& State of Mindof <strong>Consensus</strong>Finda proposalLook for commonground of the wholegroup, not just themainstream.Discussthe proposalCo-operate tostrengthen theproposal & find thedeepest level ofunity.Reflectand evaluateTake timeto evaluateand learn, andrestore groupharmony.Implementthe decisionShareresponsibilities.Support development& sharing of skillsand knowledge.Makethe decisionRespect those whowish to stand aside.Welcome any block thatupholds group integrity.Test for unity.7 Steps of <strong>Consensus</strong> <strong>Decision</strong>-<strong>making</strong>We’ve talked about what consensus is and is not andwhy groups might choose to use it. But we haven’tyet got down to the detail about how the processworks. Here's an overview of how a consensusdecision might flow, and where those values we'vetalked about come in.There are quite a few models of consensus out therewhich prescribe what to do at each stage of theprocess (start with an ideastorm, then have a goround....andso on).We feel that those details depend too much onindividual group needs and culture, so what wepresent here focuses on what the needs of the groupare at each stage, and leaves the details of how tomeet them up to you. We're also concentrating onthat all-important state of mind which provides thecontext and infuses a good consensus process. So tothe flow…www.rhizome.coop6 <strong>Consensus</strong> <strong>Decision</strong>-<strong>making</strong>
Step 1: Be clear and ensure your clarity is sharedThese first few minutes can be crucial for framingwhat happens in the rest of the discussion. If thegroup aren’t clear on the decision to be made or theprocess to be used you can waste a lot of time andcause unnecessary confusion, even conflict. Commonexamples of problems caused by lack of clarityinclude:• Discussing issues you simply don’t have enoughinformation to decide upon.• Talking at cross purposes and then having to taketime to untangle the mess.• Excluding newcomers who haven’t had aninduction to the group's process and aren’t familiarwith the agenda.All this, and more, can be avoided simply bychecking in with the group and having a shortdiscussion on what the group think the agenda itemis about. Many people would say that it’s obviouswhat we’re talking about, but, as we’ve been heardto utter on many occasions, 'my obvious is oftendifferent from your obvious'. In terms of thatconsensus state of mind, this shared clarityempowers everyone to take part in a discussion asequals, challenges any jargon and assumptions beingused by individuals or cliques to give themselves asense of power, and sends a message that everyoneis welcome.Step 2: Have a broad and inclusive discussion– inclusive of wide range of people and ideas.The aim of the game here is to ensure that thediscussion is wide enough for people to build a realsense of ownership around the issue; to explore avariety of ideas; and, vitally, to hear people’sconcerns. Bottom line in consensus – if concernsaren’t dealt with adequately, a group cannot reachconsensus. To really attain that consensual state ofmind, there needs to be a conscious effort to hear allconcerns, especially those of the margins of thegroup, however unpalatable they are to the group'smainstream.This can feel like precious time the group doesn’thave, but it ensures a stronger outcome with ahigher level of group commitment, leading to farbetter implementation. It also builds greaterunderstanding in the group, which provides longterm strength and resilience. Time well spent.Step 3: Pull together, or synthesise, a proposal thatarises from the best of all the group’s ideas,whilst simultaneously acknowledging concerns.That’s a pretty tall order and a group won’t alwaysget it right at the first go. There may be some timespent moving back and forth into discussion untilthe final pieces come together to give you anappropriate proposal. The key thing here is that theproposal is inclusive – it doesn’t marginalise anyone.This is a moment in consensus when a group canchoose between being fully inclusive or glossingover difference and applying subtle (and not sosubtle) pressure on minorities to conform. Inclusioncan be effected by too little time being given toreach a widely supported synthesised proposal.Don't let time pressure open up fault lines in thegroup that may never close.Step 4: Friendly amendments – tweak theproposal to make it even stronger.You’re looking for the best possible proposal thatyou can formulate with the people, time, andinformation that you’ve got. Are there any nigglingdoubts that can be addressed by a change oflanguage or a tweak to the idea? After a littlereflection (take a tea break) are there any ways inwhich the proposal can be improved upon? Theseare known as friendly amendments. What they arenot is an attempt to water down a proposal so farthat it becomes meaningless – death by a thousandamendments. Nothing friendly in that thinking.Step 5: Test for consensus – do we havegood quality agreement?So far the flow we’ve presented could be for anydecision-<strong>making</strong> system looking to maximiseparticipation. It’s at Step 5 that it becomes uniquelyconsensus. That’s because this is where we entertainthe possibility of consenting rather than agreeingand of blocking. So let’s reflect a minute. We’ve gota shared agreement on the issue we’re discussing.We’ve given it the time it needs to explore diverseperspectives, to hear concerns and possible concernsand out of that we’ve drawn together a proposal thatseems to have the energy of the group behind it.We’ve paused and then tried to make the proposaleven stronger, taking into account some concerns wehadn’t heard clearly enough before. We’ve restatedthe proposal so we’re all clear what we’re beingasked to agree to (and if not, we clarify).<strong>Consensus</strong> <strong>Decision</strong>-<strong>making</strong> 7 www.rhizome.coop
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