[RSCT] Consensus Guidelines

[S. Kashdan]

Greetings,

Below and attached is a chapter from an online book about consensus.
This method is used by many kinds of groups that are concernmed to negotiate 
and
reach decisions that take into account the concerns and desires
of all participants.

I am part of a cohousing community that uses this method, so I can answer 
any questions you may have about the process after reading.

In community,

Sylvie Kashdan



Consensus Guidelines

A Guide to Formal Consensus

http://www.consensus.net/ocac2.html

On Decision-making

Decisions are adopted when all participants consent to the result of
discussion about the original proposal. People who do not agree with a
proposal are responsible for expressing their concerns. No decision is
adopted until there is resolution of every concern. When concerns remain
after discussion, individuals can agree to disagree by acknowledging that
they have unresolved concerns, but consent to the proposal anyway and allow
it to be adopted. Therefore, reaching consensus does not assume that
everyone must be in complete agreement, a highly unlikely situation in a
group of intelligent, creative individuals.

Consensus is becoming popular as a democratic form of decision-making. It is
a process which requires an environment in which all contributions are
valued and participation is encouraged. There are, however, few
organizations which use a model of consensus which is specific, consistent,
and efficient. Often, the consensus process is informal, vague, and very
inconsistent. This happens when the consensus process is not based upon a
solid foundation and the structure is unknown or nonexistent. To develop a
more formal type of consensus process, any organization must define the
commonly held principles which form the foundation of the group's work and
intentionally choose the type of structure within which the process is
built.

This book contains the building materials for just such a process. Included
is a description of the principles from which a foundation is created, the
flowchart and levels of structure which are the frame for the process, and
the other materials needed for designing a variety of processes which can be
customized to fit the needs of the organization.

The Structure of Formal Consensus

Many groups regularly use diverse discussion techniques learned from
practitioners in the field of conflict resolution. Although this book does
include several techniques, the book is about a structure called Formal
Consensus. This structure creates a separation between the identification
and the resolution of concerns. Perhaps, if everybody in the group has no
trouble saying what they think, they won't need this structure. This
predictable structure provides opportunities to those who don't feel
empowered to participate.

Formal Consensus is presented in levels or cycles. In the first level, the
idea is to allow everyone to express their perspective, including concerns,
but group time is not spent on resolving problems. In the second level the
group focuses its attention on identifying concerns, still not resolving
them. This requires discipline. Reactive comments, even funny ones, and
resolutions, even good ones, can suppress the creative ideas of others. Not
until the third level does the structure allow for exploring resolutions.

Each level has a different scope and focus. At the first level, the scope is
broad, allowing the discussion to consider the philosophical and political
implications as well as the general merits and drawbacks and other relevant
information. The only focus is on the proposal as a whole. Some decisions
can be reached after discussion at the first level. At the second level, the
scope of the discussion is limited to the concerns. They are identified and
publicly listed, which enables everyone to get an overall picture of the
concerns. The focus of attention is on identifying the body of concerns and
grouping similar ones. At the third level, the scope is very narrow. The
focus of discussion is limited to a single unresolved concern until it is
resolved.

The Flow of the Formal Consensus Process

In an ideal situation, every proposal would be submitted in writing and
briefly introduced the first time it appears on the agenda. At the next
meeting, after everyone has had enough time to read it and carefully
consider any concerns, the discussion would begin in earnest. Often, it
would not be until the third meeting that a decision is made. Of course,
this depends upon how many proposals are on the table and the urgency of the
decision.

Clarify the Process

The facilitator introduces the person presenting the proposal and gives a
short update on any previous action on it. It is very important for the
facilitator to explain the process which brought this proposal to the
meeting, and to describe the process that will be followed to move the group
through the proposal to consensus. It is the facilitator's job to make sure
that every participant clearly understands the structure and the discussion
techniques being employed while the meeting is in progress.

Present Proposal or Issue

When possible and appropriate, proposals ought to be prepared in writing and
distributed well in advance of the meeting in which a decision is required.
This encourages prior discussion and consideration, helps the presenter
anticipate concerns, minimizes surprises, and involves everyone in creating
the proposal. (If the necessary groundwork has not been done, the wisest
choice might be to send the proposal to committee. Proposal writing is
difficult to accomplish in a large group. The committee would develop the
proposal for consideration at a later time.) The presenter reads the written
proposal aloud, provides background information, and states clearly its
benefits and reasons for adoption, including addressing any existing
concerns.

Questions Which Clarify the Presentation

Questions are strictly limited by the facilitator to those which seek
greater comprehension of the proposal as presented. Everyone deserves the
opportunity to fully understand what is being asked of the group before
discussion begins. This is not a time for comments or concerns. If there are
only a few questions, they can be answered one at a time by the person
presenting the proposal. If there are many, a useful technique is hearing
all the questions first, then answering them together. After answering all
clarifying questions, the group begins discussion.

Level One: Broad Open Discussion

General Discussion Discussion at this level ought to be the broadest in
scope. Try to encourage comments which take the whole proposal into account;
i.e., why it is a good idea, or general problems which need to be addressed.
Discussion at this level often has a philosophical or principled tone,
purposely addressing how this proposal might affect the group in the long
run or what kind of precedent it might create, etc. It helps every proposal
to be discussed in this way, before the group engages in resolving
particular concerns. Do not allow one concern to become the focus of the
discussion. When particular concerns are raised, make note of them but
encourage the discussion to move back to the proposal as a whole. Encourage
the creative interplay of comments and ideas. Allow for the addition of any
relevant factual information. For those who might at first feel opposed to
the proposal, this discussion is consideration of why it might be good for
the group in the broadest sense. Their initial concerns might, in fact, be
of general concern to the whole group. And, for those who initially support
the proposal, this is a time to think about the proposal broadly and some of
the general problems. If there seems to be general approval of the proposal,
the facilitator, or someone recognized to speak, can request a call for
consensus.

Call for Consensus The facilitator asks, "Are there any unresolved
concerns?" or "Are there any concerns remaining?" After a period of silence,
if no additional concerns are raised, the facilitator declares that
consensus is reached and the proposal is read for the record. The length of
silence ought to be directly related to the degree of difficulty in reaching
consensus; an easy decision requires a short silence, a difficult decision
requires a longer silence. This encourages everyone to be at peace in
accepting the consensus before moving on to other business. At this point,
the facilitator assigns task responsibilities or sends the decision to a
committee for implementation. It is important to note that the question is
not "Is there consensus?" or "Does everyone agree?" These questions do not
encourage an environment in which all concerns can be expressed. If some
people have a concern, but are shy or intimidated by a strong showing of
support for a proposal, the question "Are there any unresolved concerns?"
speaks directly to them and provides an opportunity for them to speak. Any
concerns for which someone stands aside are listed with the proposal and
become a part of it.

Level Two: Identify Concerns

List All Concerns At the beginning of the next level, a discussion technique
called brainstorming(see page 55) is used so that concerns can be identified
and written down publicly by the scribe and for the record by the notetaker.
Be sure the scribe is as accurate as possible by checking with the person
who voiced the concern before moving on. This is not a time to attempt to
resolve concerns or determine their validity. That would stifle free
expression of concerns. At this point, only concerns are to be expressed,
reasonable or unreasonable, well thought out or vague feelings. The
facilitator wants to interrupt any comments which attempt to defend the
proposal, resolve the concerns, judge the value of the concerns, or in any
way deny or dismiss another's feelings of doubt or concern. Sometimes simply
allowing a concern to be expressed and written down helps resolve it. After
all concerns have been listed, allow the group a moment to reflect on them
as a whole.

Group Related Concerns At this point, the focus is on identifying patterns
and relationships between concerns. This short exercise must not be allowed
to focus upon or resolve any particular concern.

Level Three: Resolve Concerns

Resolve Groups of Related Concerns Often, related concerns can be resolved
as a group.

Call for Consensus If most of the concerns seem to have been resolved, call
for consensus in the manner described earlier. If some concerns have not
been resolved at this time, then a more focused discussion is needed.

Restate Remaining Concerns (One at a Time) Return to the list. The
facilitator checks each one with the group and removes ones which have been
resolved or are, for any reason, no longer of concern. Each remaining
concern is restated clearly and concisely and addressed one at a time.
Sometimes new concerns are raised which need to be added to the list.
However, every individual is responsible for honestly expressing concerns as
they think of them. It is not appropriate to holdback a concern and spring
it upon the group late in the process. This undermines trust and limits the
group's ability to adequately discuss the concern in its relation to other
concerns.

Questions Which Clarify the Concern The facilitator asks for any questions
or comments which would further clarify the concern so everyone clearly
understands it before discussion starts.

Discussion Limited to Resolving One Concern Use as many creative group
discussion techniques as needed to facilitate a resolution for each concern.
Keep the discussion focused upon the particular concern until every
suggestion has been offered. If no new ideas are coming forward and the
concern cannot be resolved, or if the time allotted for this item has been
entirely used, move to one of the closing options described below.

Call for Consensus

Repeat this process until all concerns have been resolved. At this point,
the group should be at consensus, but it would be appropriate to call for
consensus anyway just to be sure no concern has been overlooked.

Closing Options

Send to Committee If a decision on the proposal can wait until the whole
group meets again, then send the proposal to a committee which can clarify
the concerns and bring new, creative resolutions for consideration by the
group. It is a good idea to include on the committee representatives of all
the major concerns, as well as those most supportive of the proposal so they
can work out solutions in a less formal setting. Sometimes, if the decision
is needed before the next meeting, a smaller group can be empowered to make
the decision for the larger group, but again, this committee should include
all points of view. Choose this option only if it is absolutely necessary
and the whole group consents.

Stand Aside (Decision Adopted with Unresolved Concerns Listed) When a
concern has been fully discussed and cannot be resolved, it is appropriate
for the facilitator to ask those persons with this concern if they are
willing to stand aside; that is, acknowledge that the concern still exists,
but allow the proposal to be adopted. It is very important for the whole
group to understand that this unresolved concern is then written down with
the proposal in the record and, in essence, becomes a part of the decision.
This concern can be raised again and deserves more discussion time as it has
not yet been resolved. In contrast, a concern which has been resolved in
past discussion does not deserve additional discussion, unless something new
has developed. Filibustering is not appropriate in Formal Consensus.

Declare Block After having spent the allotted agenda time moving through the
three levels of discussion trying to achieve consensus and concerns remain
which are unresolved, the facilitator is obligated to declare that consensus
cannot be reached at this meeting, that the proposal is blocked, and move on
to the next agenda item.

The Rules of Formal Consensus

The guidelines and techniques in this book are flexible and meant to be
modified. Some of the guidelines, however, seem almost always to be true.
These are the Rules of Formal Consensus:

1. Once a decision has been adopted by consensus, it cannot be changed
without reaching a new consensus. If a new consensus cannot be reached, the
old decision stands.

2. In general, only one person has permission to speak at any moment. The
person with permission to speak is determined by the group discussion
technique in use and/or the facilitator.(The role of Peace-keeper is exempt
from this rule.)

3. All structural decisions(i.e., which roles to use, who fills each role,
and which facilitation technique and/or group discussion technique to use)
are adopted by consensus without debate. Any objection automatically causes
a new selection to be made. If a role cannot be filled without objection,
the group proceeds without that role being filled. If much time is spent
trying to fill roles or find acceptable techniques, then the group needs a
discussion about the unity of purpose of this group and why it is having
this problem, a discussion which must be put on the agenda for the next
meeting, if not held immediately.

4. All content decisions (i.e., the agenda contract, committee reports,
proposals, etc.) are adopted by consensus after discussion. Every content
decision must be openly discussed before it can be tested for consensus.

5. A concern must be based upon the principles of the group to justify a
block to consensus.

6. Every meeting which uses Formal Consensus must have an evaluation.

YOU CAN ORDER COPIES OF THE BOOK ON CONFLICT AND CONSENSUS

To order books email us at ctbutler at together.net

call 1-800-569-4054 and place your order over the phone.

Food Not Bombs Publishing, 7304 Carroll Ave. #136, Takoma Park, MD 20912

1-800-569-4054, E-Mail: bookorder at consensus.net



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