An experience of shift from consensus to sociocracy
http://communities.ic.org/articles/1504/Sociocracy
Video: http://youtu.be/Hyw0gBsDeho
Consent versus consensus
http://www.maxwideman.com/musings/consensus.htm
Consensus decision-making is not a Significant Majority: consensus
decision-making seeks to avoid the potential divisiveness of
majority/minority decisions. Whenever there’s a minority that
neither agrees with or consents to a decision, there’s potential
for negative results.
Consensus is not Unanimity. The search for consensus relies on
every person in the circle seeking unity. Group members don’t need
to think the same, have the same opinion, or support the same
proposal in a unanimous vote. Rather, what is earnestly sought is a
sense of the meeting.
Alignment or Consensus. In cases of formal structure, consensus is
unrealistic. Alignment suggests getting team members facing in the
same direction. It means making a concerted effort to help people
understand the issues and what their respective roles are. It means
asking questions and listening to feedback both from the internal
team, as well as others knowledgeable about or affected by the
initiative. It means making the necessary adjustments in personnel
and strategy as conditions change. In short, while “alignment” uses
many of the consultative aspects of consensus process, it also
acknowledges the leaders’ ultimate decision-making responsibility.
Process:
Step 1: Be clear and ensure your clarity is share
Step 2: Have a broad and inclusive discussion – inclusive of wide
range of people and ideas.
Step 3: Pull together, or synthesise, a proposal that arises from
the best of all the group’s ideas, whilst simultaneously
acknowledging concerns.
Step 4: Friendly amendments – tweak the proposal to make it even
stronger.
Step 5: Test for consensus – do we have good quality agreement?
:
1. Any blocks?
2. Any stand asides?
3. Do we have consensus?
Step 6: Make it happen.
Step 7: Evaluate
Step 8: Implement the decision.
http://rhizomenetwork.files.wordpress.com/2010/12/consensus_decision_making.pdf
http://seedsforchange.org.uk/free/consflow.pdf
http://www.treegroup.info/topics/flowchart.pdf
-Sense that the common ground is stronger than the difference
created by diversity.
-Be respectful and trust each other.
-Don't be afraid to express your ideas and opinions. If you don't
understand something, don't be afraid to say so.
-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 versus
overpowering, agreement versus majorities/minorities.
-Full empowerment of all participants in the decision making.
-Deep listening.
-Emphasis on continuing to ask questions until unity is
reached.
-Honoring of dissent as a “piece of the truth” pointing to
something the group needs to learn and integrate.
-Dynamics of working with all input rather than purely rational
analysis (e.g., emotions, intuition, spirit)
-Choice to allocate more time if needed before the decision point
in order to ensure maximum support for acting on whatever decision
is reached.
-Don't be afraid of disagreement.
Key skills for consensus: Active Listening; Summarising; Synthesis.
Process:
Step 1: Be clear and ensure your clarity is share
Step 2: Have a broad and inclusive discussion – inclusive of wide
range of people and ideas.
Step 3: Pull together, or synthesise, a proposal that arises from
the best of all the group’s ideas, whilst simultaneously
acknowledging concerns.
Step 4: Friendly amendments – tweak the proposal to make it even
stronger.
Step 5: Test for consensus – do we have good quality agreement?
:
1. Any blocks?
2. Any stand asides?
3. Do we have consensus?
Step 6: Make it happen.
Step 7: Evaluate
Step 8: Implement the decision.
http://rhizomenetwork.files.wordpress.com/2010/12/consensus_decision_making.pdf
http://seedsforchange.org.uk/free/consflow.pdf
http://www.treegroup.info/topics/flowchart.pdf
-Sense that the common ground is stronger than the difference
created by diversity.
-Be respectful and trust each other.
-Don't
be afraid to express your ideas and
opinions.If you don't understand something, don't be afraid to say
so.
-Don't assume that someone must win andsomeone must lose.
-Look for the most
acceptable solution for everyone.
-Think before you speak, listen before youobject.
-Listen to others’ reactions, and
consider them carefully before pressing
your point.
-Remember that the ideal behind
consensus is empowering versus
overpowering, agreement versus
majorities/minorities.
-Full empowerment of all participants in the decision making.
-Deep listening.
-Emphasis on continuing to ask questions until unity is
reached.
-Honoring of dissent as a “piece of the truth” pointing to
something the group needs to learn and integrate.
-Dynamics of working with all input rather than purely rational
analysis (e.g., emotions, intuition, spirit)
-Choice to allocate more time if needed before the decision point
in order to ensure maximum support for acting on whatever decision
is reached.
-Don't be afraid of disagreement.
Key skills for consensus: Active Listening; Summarising; Synthesis.
Queries that indicate the groups engagement towards consensus
success.
Consensus process at its heart is a questioning process
http://www.treegroup.info/topics/consensus_queries.html
Consensus decision making paper.
http://seedsforchange.org.uk/free/consensus
Steps explained:
http://rhizomenetwork.files.wordpress.com/2010/12/consensus_decision_making.pdf
Complete Guide:
http://movimientotransicion.pbworks.com/f/CONVIVIR+Y+CONSTRUIR+A+TRAV%C3%89S+DEL+CONSENSO.pdf
Consensus decision making is a creative and dynamic way of reaching
agreement between all members of a group. Instead of simply voting
for an item and having the majority of the group getting their way,
a consensus group is committed to finding solutions that everyone
actively supports - or at least can live with. This makes sure that
all opinions, ideas and concerns are taken into account. By
listening closely to each other, the group aims to come up with
proposals that work for everyone. Process that often results in
surprising and creative solutions, inspiring both the individual
and the group as whole. Way of agreeing to disagree
Can work in all types of settings - small groups, local
communities, businesses, even whole nations and territories. The
exact process may differ depending on the size of the group and
other factors, but the basic principles are the same.
Group that aims to come up with proposals that work for everyone;
to go further by weaving together everyone's best ideas and key
concerns.
Groups working towards a more just and equitable society such as
small voluntary groups, co-operatives and campaign networks.
Ongoing decision-making mechanism in standing organizations or
communities, or less commonly, among groups gathered to make
one-time decisions regarding a task at hand.
Queries that indicate the groups engagement towards consensus
success.
-Consensus process at its heart is a questioning process-
http://www.treegroup.info/topics/consensus_queries.html Consensus
decision making paper. http://seedsforchange.org.uk/free/consensus
Steps explained:
http://rhizomenetwork.files.wordpress.com/2010/12/consensus_decision_making.pdf
Complete Guide:
http://movimientotransicion.pbworks.com/f/CONVIVIR+Y+CONSTRUIR+A+TRAV%C3%89S+DEL+CONSENSO.pdf
Conditions:
1.Common goal: Everyone at the meeting needs to be united in a clear common goal – whether it's the desire
to take action at a specific event, or a shared ethos. Being clear about the shared goal helps to keep a meeting
focused and united.
2.Commitment to reaching consensus on all decisions: Consensus requires commitment, patience,
tolerance and a willingness to put the group first. It can be damaging if individuals secretly want to return to
majority voting, just waiting for the chance to say “I told you it wouldn't work.”
3.Trust and respect: We all need to trust that everyone shares our commitment, and respects our opinions.
4.Clear process: Everyone needs to understand the process for
making decisions you are using. There are lots of variations of the
consensus process, so even if people are experienced in using
consensus they may use it differently to you! Explain the process
at the beginning of the meeting.
5.Active participation: If we want a decision we all can agree on,
we all need to play an active role in the decision making.
6.Good facilitation: Facilitation helps to ensure that the group
works harmoniously, creatively and democratically. When your group
is larger than just a handful of people or you are trying to make a
difficult decisions appoint facilitators to help your meeting run
more smoothly.
An experience of shift from consensus to sociocracy
http://communities.ic.org/articles/1504/Sociocracy
Video: http://youtu.be/Hyw0gBsDeho
Consent versus consensus
http://www.maxwideman.com/musings/consensus.htm
Consensus decision-making is not a Significant Majority: consensus
decision-making seeks to avoid the potential divisiveness of
majority/minority decisions. Whenever there’s a minority that
neither agrees with or consents to a decision, there’s potential
for negative results.
Consensus is not Unanimity The search for consensus relies on every
person in the circle seeking unity. Group members don’t need to
think the same, have the same opinion, or support the same proposal
in a unanimous vote. Rather, what is earnestly sought is a sense of
the meeting.
Alignment or Consensus. In cases of formal structure, consensus is
unrealistic. Alignment suggests getting team members facing in the
same direction. It means making a concerted effort to help people
understand the issues and what their respective roles are. It means
asking questions and listening to feedback both from the internal
team, as well as others knowledgeable about or affected by the
initiative. It means making the necessary adjustments in personnel
and strategy as conditions change. In short, while “alignment” uses
many of the consultative aspects of consensus process, it also
acknowledges the leaders’ ultimate decision-making responsibility.
Process:
Step 1: Be clear and ensure your clarity is share
Step 2: Have a broad and inclusive discussion – inclusive of wide
range of people and ideas.
Step 3: Pull together, or synthesise, a proposal that arises from
the best of all the group’s ideas, whilst simultaneously
acknowledging concerns.
Step 4: Friendly amendments – tweak the proposal to make it even
stronger.
Step 5: Test for consensus – do we have good quality agreement?
:
1. Any blocks?
2. Any stand asides?
3. Do we have consensus?
Step 6: Make it happen.
Step 7: Evaluate
Step 8: Implement the decision.
http://rhizomenetwork.files.wordpress.com/2010/12/consensus_decision_making.pdf
http://seedsforchange.org.uk/free/consflow.pdf
http://www.treegroup.info/topics/flowchart.pdf
-Sense that the common ground is stronger than the difference
created by diversity.
-Be respectful and trust each other.
-Don't
be afraid to express your ideas and
opinions.If you don't understand something, don't be afraid to say
so.
-Don't assume that someone must win andsomeone must lose.
-Look for the most
acceptable solution for everyone.
-Think before you speak, listen before youobject.
-Listen to others’ reactions, and
consider them carefully before pressing
your point.
-Remember that the ideal behind
consensus is empowering versus
overpowering, agreement versus
majorities/minorities.
-Full empowerment of all participants in the decision making.
-Deep listening.
-Emphasis on continuing to ask questions until unity is
reached.
-Honoring of dissent as a “piece of the truth” pointing to
something the group needs to learn and integrate.
-Dynamics of working with all input rather than purely rational
analysis (e.g., emotions, intuition, spirit)
-Choice to allocate more time if needed before the decision point
in order to ensure maximum support for acting on whatever decision
is reached.
-Don't be afraid of disagreement.
Key skills for consensus: Active Listening; Summarising; Synthesis.
An experience of shift from consensus to sociocracy
http://communities.ic.org/articles/1504/Sociocracy
Video: http://youtu.be/Hyw0gBsDeho
Consent versus consensus
http://www.maxwideman.com/musings/consensus.htm
Video: http://youtu.be/Hyw0gBsDeho
Consent versus consensus http://www.maxwideman.com/musings/consensus.htm
Consensus decision-making is not a Significant Majority: consensus decision-making seeks to avoid the potential divisiveness of majority/minority decisions. Whenever there’s a minority that neither agrees with or consents to a decision, there’s potential for negative results.
Consensus is not Unanimity. The search for consensus relies on every person in the circle seeking unity. Group members don’t need to think the same, have the same opinion, or support the same proposal in a unanimous vote. Rather, what is earnestly sought is a sense of the meeting.
Alignment or Consensus. In cases of formal structure, consensus is unrealistic. Alignment suggests getting team members facing in the same direction. It means making a concerted effort to help people understand the issues and what their respective roles are. It means asking questions and listening to feedback both from the internal team, as well as others knowledgeable about or affected by the initiative. It means making the necessary adjustments in personnel and strategy as conditions change. In short, while “alignment” uses many of the consultative aspects of consensus process, it also acknowledges the leaders’ ultimate decision-making responsibility.