106 lines
4.1 KiB
Plaintext
106 lines
4.1 KiB
Plaintext
Concensus decision making
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This was developed by the Quakers originally, but similar principles
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have been used since pre-history.
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"Their natural way of doing it [reaching a decision] is to discuss it
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at length, ... until public opinion has settled overwhelmingly in one
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direction"
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Obviously, this doesnt work so well with large groups.. But as I pointed
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out earlier, large groups tend to fragment.
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Concensus is NOT the same as voting. Nor does it mean unanimity. Groups
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sometimes think they are using concensus but revert to voting when they
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cant all agree.
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When we vote, we are still using dualism - here is one choice, or another.
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The choice we will make is the one of the majority. Thus the majority
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wields power over the minority.
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The ethics of integrity however, give no-one the right to wield power
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over another. With concensus, the story is different.
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Concensus is based on the principle that every voice is worth hearing,
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every concern is justified. If a proposal makes a few people, even one
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person, deeply unhappy - then there is a valid reason for that unhappiness,
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and if we ignore it, we are likely to make a mistake.
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Instead of spending energy trying to convert people to agree to something
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they dont want, we drop either or both alternatives and look for a new
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solution, one that satisfies everyones concerns. The universe is not
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either/or choices, it is "rich with infinite possibilities"
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How it works..
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The concensus usually works with a facilitator, who is agreed by the group
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at the start of the meeting.
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One person puts forward a proposal. The facilitator makes sure everyone
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gets a chance to put forward concerns, or speak for it. Negative reactions
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are not expressed as hard/fast positions. Instead of saying "I am
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catagorically against it", you say "I am concerned about it, becuase..."
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Voicing concerns allows the proposal to be modified to meet those proposals.
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If a person feels thier concerns cannot be met, and the group is
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enthusiastic, they can "stand aside", and simply not participate in that
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part of the group.
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If they have STRONG objections to a proposal that affects them, they
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can _block_ the proposal. Blocks are used rarely and carefully. But the
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block gives each individual ultimate power to influence decisions that
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affect her/him. If someone feels strongly enough about something to
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block it, they are probably aware of factors the group should consider
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more carefully.
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Concensus takes time. Its also fails to work well in large groups, simply
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becuase there isnt time to hear everyone. It also cant deal with
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dualist questions imposed from outside the community.
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Roles within a concensus based group (names from Starhawk)
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The Facilitator
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The facilitator observes the content of talk in a meeting. They keep
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the meeting focussed and moving. Commonly people will drift off the
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subject under discussion and begin talking about something else. The
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facilitator reminds them what the subject is, and if necessary
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arranges for later discussion of new issues raised.
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>From time to time the facilitor may summarise what has been said so far,
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and what has been decided as relevant.
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The facilitor calls on people to speak. It is their job to ensure that
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everyone has the chance to state thier concerns.
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The facilitator should be neutral on the subject being dicussed. If they
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hold strong views, another faciliator can be chosen for that topic.
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Timekeeper
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The timekeepers job, when time is limited, is to ensure that people remain
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aware of how much time is passing discussing each item.
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Peacekeeper
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Peacekeepers function not only during meetings, but whenever the group is
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active. Thier role is to keep order and prevent crises. They defuse
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potential violence from outside the group or within it.
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Notestaker
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The notestaker takes notes and ensures that they are presented to the
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group for checking. "This should be the person who monopolises the
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conversation most"
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Coordinator
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Coordinators act as a switchboard - they keep track of what is being done,
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who is doing it and what needs to be done. "It is a marvellous opertunity
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to make mistakes and learn to take critisism". Coordinators should
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switch roles often.
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