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On Conflict and Consensus a Handbook on Formal Consensus Decision Making
by C.T. Butler and Amy Rothstein
Food Not Bombs Publishing
295 Forest Avenue #314
Portland, ME 04101
1.800.569.4054
(c) C.T. Butler, 1987
This internet version is free. You may copy it to other computers, and you may print it.
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AS ADAPTED AND TAUGHT BY ED KALER, M.Sc., C.R.C.
Blue Mt. Community College, La Grande, Oregon
From the book:
On Conflict and Consensus
A Handbook on Formal Consensus Decision-making
C. T. Lawrence Butler and Amy Rothstein
1987-2004
Formal Consensus Decision-Making is a prescribed foundation, structure, and collection of techniques for efficient and productive group discussions which allows for a melding of both goal and process oriented dialogues. The foundation is the commonly-held principles and decisions which create the group originally. The structure is predetermined, although flexible. The agenda is formal and extremely important.
The key to this type of consensus is that the roles, techniques, and skills necessary for smooth operation must be accessible to and developed in all members. Above all, FORMAL CONSENSUS must be taught. It is unreasonable to expect people to already be familiar with this process. Do not confuse the general and overly used word "consensus" with Formal Consensus Decision-Making. It is not necessary that 100% of the participants agree 100% of the time. That would be an almost impossible situation.
The Advantages of Formal Consensus
Broadly speaking consensus is defined as cooperative decision making with group participants who work together rather than competing against one another. Consensus is a tool for working in unity and choosing creative courses of action. Consensus can have broad applications within many different types of organizations. But the underlying agreement must be to work with one another instead of trying to control and dictate. All group situations are amenable to consensus, even the workplace and in school. But those who wish to use a consensus process must go all the way with it, instead of paying lip service and demonstrating just the opposite.
Consensus is in opposition to other types of decision making such as autocratic (one person in a hierarchy), minority rules (Board of Directors), majority rules (at least one more than half or a plurality). The closest kind of voting to consensus is with proportional representation in which minority opinions are also represented.
A group by definition is a number of persons with some unifying relationship. A consensus group dynamic recognizes that conflict can be resolved cooperatively with respect, nonviolence, and creativity. With consensus only one proposal is considered at a time, and everyone works to make it the best possible decision for the group. All concerns are raised and resolved one by one, until all voices are heard. Also, only proposals which intend to accomplish the common purpose are considered.
Thus, clearly stated formally written group values are essential to the process. This way only proposals which intend to accomplish the common purposes can be considered.
If it can be shown that proposals do not fit with already agreed upon group values, then they can more quickly be dissolved, instead of processing everything that is brought up.
One major objection to consensus is that it is time consuming. However, consider that decisions are not an end in themselves. Decision-making is a process which starts with an idea and ends with the actual implementation of the decision. In an autocracy decisions can be made quickly, but the actual implementation will take time. When one person makes a decision for a larger group the decision not only has to be communicated to the others, but also has to acceptable to them or it will need to be forced upon them. This forcing will certainly take time, and may take a considerable amount of time especially if the decision is either sabotaged by those who do not agree or who do not understand the reasons behind the decision.
With consensus the decision might take a little longer but the implementation does not need to be forced and the activity can be conducted in a timely manner.
In formal consensus since there are formally agreed upon group values it is always appropriate to ask for an explanation of how and why someone's actions are in the best interests of the group. In this way covert disruption of the group is prevented since challenging or asking for explanations of how the proposal relates to the groups foundations prevent hidden agendas and malicious manipulation of the groups process.
The Rules of Formal Consensus
1) Before operating any group in the style of formal consensus, underlying qualities or foundations (principles/values) which are thought to be desirable and important upon which to organize, and plan group activities must be accepted by the group.
2) Every proposal to be presented must be based upon the principles of the group to justify its presentation for consideration. Every concern must also be based upon the principles of the group to justify a block to consensus.
3) A person may voice a concern, but choose to stand aside and not try to block consensus. Any concerns for which someone stands aside are listed with the proposal, and become part of the written record of that proposal. A concern which is addressed in this way can be discussed at a later time, but it will not have the effect of discarding the proposal.
4) One person speaks at a time. No one steps on another persons words. This does not mean that interactive discussions cannot take place, just that we not interrupt someone else who currently is talking. This is not an easy process and is easily violated. It is not always obvious when someone is finished with a train of thought. Patience is important here.
5) All content decisions (proposals, contracts, committee reports, agenda items, etc.) are adopted by consensus after discussions. Every content item must be openly discussed before it can be tested for consensus.
6) All structural decisions (which roles to use, who fills each role, facilitation or discussion technique to use, etc.) are adopted by consensus without debate. Any objection causes a new selection to be made. If a structural decision cannot be reached because of objections, then the roles go unfilled and techniques are not adopted. If consensus is difficult here then it may be important for the group to review their unity of purpose.
7) 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.
8) Every so often the group agrees to evaluate how their meetings are proceeding, and if improvements can be made.
On Conflict and Consensus
In Formal Consensus conflict is viewed as necessary and desirable. It provides motivations for improvement. What is important is to create an environment in which disagreement can be expressed without fear. Objections and criticisms can be heard not as attacks, not as attempts to defeat a proposal, but as a concern which, when resolved, will make the proposal stronger.
It is not easy to create an environment where differences can be expressed without fear or resentment. It requires tolerance and a willingness to experiment. Additionally, the values which form the basis of commitment to work together to resolve conflict need to be clearly defined, and accepted by all involved. With clearly stated and written values it will be much easier to determine group versus individual concerns.
Foundations Upon Which Formal Consensus is Built
For consensus to work well, the process must be conducted in an environment which promotes trust, respect, and skill sharing.
1) There must be some amount of trust for cooperation, and non-violent resolution to exist. For this to flourish, individuals need to be willing to examine their attitudes and be open to new ideas. Appreciation of personal and cultural differences promotes trust.
2) People feel respected when everyone listens, when they are not interrupted, when their ideas are taken seriously.
3) Unity of purpose is a basic understanding about goals and purpose of the group. There must be a unifying base which is recognized by all.
4) Nonviolent decision-making is people using their power to achieve goals while respecting differences and cooperating with others. It is violent to use power to dominate or control the group process. It is understood that the power of revealing your truth is the maximum force allowed to persuade others to your point of view.
5) Formal Consensus promotes and depends upon self empowerment. In this process the group does not delegate its authority to one leader. Everyone is expected to seek creative solutions and is responsible for every decision. When all are encouraged to participate, the democratic nature of the process increases.
6) Cooperation is a shared responsibility in finding solutions to all concerns. Ideas offered in the spirit of cooperation help resolve conflict. Unfortunately, this world is saturated with competition. Arguing cannot become more important than the group's goals. Adversarial attitudes toward proposals or people focus attention on weakness rather than strength. An attitude of helpfulness and support builds cooperation.
7) Conflict Resolution can be creative without being defensive. Conflict is simply the expression of disagreement, and is neither good nor bad. Diverse viewpoints bring into focus and explore the strengths and weaknesses of attitudes, and plans. Without conflict, one is less likely to think about and evaluate one's views and prejudices. There is no right decision, only the best one for the whole group. The task is to work together to discover which choice is most acceptable to all members.
Avoid blaming anyone for conflict. Blame is inherently violent. It attacks dignity and empowerment. People will hide their true feelings to avoid being blamed for the conflict. Conflict can create an occasion for growth. Groups need to learn to nurture and support their members in this effort by allowing creativity and experimentation.
8) Commitment to the group means accepting personal responsibility to behave with respect, good will, and honesty. Each person is expected to recognize that the group's needs have a certain priority over the desires of the individual. It is important to accept the shared responsibility for helping to find solutions to other's concerns.
9) Active Participation is encouraged when every contribution is considered valuable. Since consensus is a process of synthesis, not competition, all sincere comments are important and valuable. If ideas are put forth as the speaker's property and individuals are strongly attached to their opinions, consensus will be extremely difficult. Stubbornness, close-mindedness, and possessiveness lead to defensive and argumentative behavior that disrupts the process. With encouragement, each person can develop knowledge and experience, a sense of responsibility and competency, and the ability to participate.
10) Equalitarian structures promote universal access to power. Due to inherent differences such as experience, assertiveness, aggressiveness, social conditioning, access to information, etc. some people have more effective power than others. This is balanced when everyone in the group consciously attempts to creatively share power, skills and information.
11) Consensus is possible as long as each individual is patient and respectful. Consensus cannot be rushed. When difficult situations arise, consensus requires more time to allow for the creative interplay of ideas. During these times, patience is more advantageous than tense, urgent, or aggressive behavior.
Impediments to Consensus
1) A lack of training in consensus building will limit full participation and create inequities which undermine this process. Training provides opportunities for people to improve their skills, particularly facilitation skills, in a setting where experimentation and role playing can occur.
2) Hierarchical structures interfere with consensus by pulling rank.
3) Social Prejudice influences attitudes. Members of a group often reflect social biases without attempting to confront and change them. it is appropriate to expose, confront, acknowledge, and attempt to resolve socially prejudicial attitudes, but only in the spirit of mutual respect and trust. When a supportive atmosphere for recognizing and changing undesirable attitudes exists, the group as a whole benefits.
Formal Consensus Conflict Resolution
Formal Consensus is a process of nonviolent conflict resolution. However, the group must create an atmosphere which nurtures and supports disagreement without hostility and fear. Each individual is responsible for expressing one's own concerns in response to proposals. The individual must also address how the concern relates to the group's organizing principles. If it can clearly be shown that the concern relates to the principles then the concern is thrown open to group discussion. If the concern is not resolved then it is allowed to block the proposal unless it is withdrawn by the person presenting the concern (which is called standing aside).
The group decides if the concern is legitimate, in other words if the concern relates to the groups foundations. If the concern is determined to be unprincipled, then the group can drop the concern from being discussed. Also if a reasonable solution offered is not accepted by the individual, then the group can decide the concern has been resolved and the individual is out of order for failure to recognize it.
Individuals must recognize the group's involvement in determining which concerns are able to be resolved, which need more attention, and ultimately, which ones are allowed to block consensus. There is a limit on the person's power to determine which concerns are principled, and which ones are resolved.
* The individual is responsible for expressing concerns.
* The group is responsible for resolving them.
* The group decides whether a concern is legitimate.
* The individual decides whether to block or stand aside.
* The group decides whether a block is legitimate.
All concerns are important and need to be resolved. The following is a description of different types of concerns:
* A person has a reservation if s/he disagrees with the proposal in part, but consents to the overall idea. This can usually be resolved through discussion. Sometimes, it is enough for the person to express the concern and feel that it was heard, without any actual resolution.
* Minor concerns are those which are resolved by making small changes. Such as when a person supports a proposal, but has an idea for improvement.
* Moderate concerns are when a person does not agree with the proposal, and the group allows the person to try and persuade it to see the wisdom of the disagreement. If the group is not persuaded, the person can choose to stand aside and allow the group to go forward. With mutual respect, the person and the group are agreeing to disagree, as regards each point of view.
* Blocking concerns must be based upon a recognized organizing principle, not a personal preference. The group must recognize that the concern is valid, and there needs to be discussion to resolve it. If legitimate concerns remain unresolved, and the person has not agreed to stand aside, consensus is blocked.
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