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Ways
and Means
In this section of CONNEXIONS,
we hope that our readers will give us, and eath other, the benefit
of their ideas and experiences on matters ranging from collective
process to fundraising, breaking down sex roles in groups to resolving
conflicts, decision-mak-ing to ways of giving each other support.
The following article, of Quaker origin, was published in the newsletter
of Bread and Roses Credit Union.
What is Consensus?
Consensus evolved from the meeting process of the
Religious Society of Friends (Quakers). It is a non-violent way
for people to relate to each other as and in a group. Successful
use of a consensus process depends on people understanding the idea
and wanting to use it.
Consensus, like majority rule, is the name of a broad category of
processes; it is not the name of one particular process. The ideals
of consensus are not a set of rules, and they encompass more than
just decision-making. When we refer to consensus we generally are
referring to a set of rules for decision-making that are consistent
with the idea and ideals of consensus.
Consensus allows us to recognize our areas of agreement and act
together without coercing one another. Under consensus the group
takes no action that is not consented to by all group members. The
fundamental right of consensus is for all persons to be able to
express themselves in their own words and of their own will; the
fundamental responsibility of consensus is to assure others their
right to speak and be heard.
1. The problem/situation needing consideration is discussed and
a clear idea of what decision needs to be made is formulated. (Part
of this discussion should be to bring out the present position or
course of action of the group relating to the issue.)
2. If someone is not present and has not communicated any interest
in the matter, it may be assumed that they have no strong feelings
on the matter.
3. After adequate discussion, instead of voting, it is asked if
there is any opposition to the suggestion as stated.
4. If there is no strong objection to the decision at this point,
the suggestion can be formally stated and adopted.
5. Any person can state their opposition to the suggestion and this
will block the group's adoption of that suggestion. (There are ways
to express an object-ion without blocking the group from adopting
the suggestion.)
6. If there is an objection blocking the group, the objection must
be worked out before that suggestion can be adopted.
7. If the objection can be met (satisfied), a sense of the meeting
can be taken again. If there are no other objections at this point,
the suggestion can be adopted.
8. If all objections are not met the group continues in accordance
with its last consensus relating to this matter, until a suggestion
is found that is not blocked. Where a group has not previously made
a decision to do something, the consensus is to take no action as
a group.
Ways to Object Without Blocking Consensus:
1. Non-support (I don't see the need for this, but I'll go along.)
2. Reservations (I think this is a mistake, but I can live with
it.)
3. Standing aside (I personally can't do this but I won't block
others from doing it.)
4. Withdrawing from the group.
Some Guidelines for Using the Consensus Process:
1. Responsibility. The power to object and block consensus should
be used responsibly and sparingly. Block consensus only for serious,
principled objections; when possible object in ways that do not
block consensus. Help others to satisfy your objections.
2. Respect. Conversely there is a responsibility to accept objections
and move on, rather than arguing the merits of an objection. Respect
others; trust them to make responsible objections. Either accept
an objection or try to find ways to satisfy it.
3. Cooperation. Look for areas of agreement and common ground; avoid
competitive right/wrong, win/ lose thinking. When a stalement occurs,
look for ingenious resolutions, next-most-acceptable alternatives.
Avoid arguing for you own way to prevail; present your ideas as
clearly as you can, then listen to others and try to advance the
group synthesis.
4. Creative conflict. Avoid conflict-reducing techniques like majority
vote, averages and the like; try instead to resolve the conflict.
Don't change your mind or withdraw an objection simply to avoid
conflict or promote "harmony." Don't try to trade off
objections or to reward people for standing aside. Seemingly irreconcilable
differences can be resolved if people speak their feelings honestly
and genuinely try to understand all positions (including their own)
better.
Many groups, no matter how cooperative they try to be, are often
hot-beds of competition because of their decision-making process.
In moving towards a more cooperative society we must examine all
aspects of our lives, including the way we make decisions. The tyranny
of the majority over the minority is in no way superior to the tyranny
of a dictator over all; it remains tyranny. All of us must be aware
of situ-ations and events which have proven that the minority or
even one voice was the voice of reason and truth, and often silenced,
by the tyranny of the "democratic majority."
Published in the Connexions Digest Volume 8, Number 3, Winter
1983-1984
(CX4701)
See also: One
Vote for Democracy - Takes the position that
the consensus model of group decision-making rarely works well and
that ehe democratic model is better both in principle and in practice.
(CX4717)
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