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From RECL 3P25 Fall 2011 - Group 01 - Consensus Decision-Making

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Revision as of 19:37, 23 November 2011

1 Consensus Decision-Making
2 History
3 Application
4 Procedure
5 Strengths
6 Limitations/ Barriers
7 Tips for Successful Implementation
8 References
9 External Links
10 Authors
11 Getting started

Consensus Decision-Making

Consensus decision-making is a group decision making process that works to creatively include all people in making final decisions. When working to come to a common decision, you have to give and take. Contributions of all group members are collaborated and synthesized to come to a solution that everyone can agree on. It is important to remember that this is not a voting process it is a decision making technique to help to come to an agreement on the topic at hand that everyone agrees on. Not everyone will be happy with the result, but everyone will be able to live with the outcome.

Decisions are developed collaboratively, involving each member of the group. Any individual who has concerns regarding the direction in which the decision making process is going, are encouraged to voice their concerns to ensure that they are incorporated regarding the outcome of the decision.

History

Application

Procedure

The main procedure of the Consensus Decision-Making process consist of the following steps:

A. Introduction of issue – During this stage, the group compiles and shares all of the information that is relevant pertaining to the specific task.

B. Define question - Identify the important or the key questions that need to be addressed. Is this the right group?

C. Discussion – to voice first thoughts, reactions, ideas

D. Proposal made - trying to incorporate all viewpoints

E. Discuss proposal – to look at good points and drawbacks

F. Amend or change proposal - taking into account any concerns, proposal often changes

G. Test for consensus – to test who agrees/disagrees and what the blocks of objections are

H. All agree then consensus reached

I. Implement decision

Strengths

Limitations/ Barriers

A Group exceeds its Carrying Capacity – A group that has a large amount of members can restrain the decision making process delaying the final decision for days to months to follow.

Lack of regulations to lead – decision-making groups are not given enough information on what policies to follow which in turn can lead groups to the wrong conclusions.

Little to no leadership– there is not a specific leader in the process of decision making which can make it confusing for groups of people to achieve their objectives.

Diverse team membership – the Decision making process doesn’t help if two different groups already have preset goals and priorities to follow. This can lead to a misunderstanding if members are not knowledgeably aware of another group’s terminology.

Types of Problematic Members include:

The ‘Blocker’ - a person who rejects the decision because they feel strongly against it.

The ‘Withdrawer’ - a person who neither complies or rejects the decision made.

The ‘Non-Supportive’ Member – a person who doesn’t care for the decision but still agrees with it

The ‘Compliant’ Member – a person who complies with others in the group even if they don’t really care or are strongly against the decision being made

The ‘Defer’ Member - a person who believes it’s an issue but agrees to live with it

Tips for Successful Implementation

For successful implementation of a consensus and decision making technique it is key to ensure that all members of the group are contributing ideas and having the chance to be heard, and have their ideas equally considered amongst others contributions. It is also key to make sure that the idea and discussion being had is clear, and people understand exactly what they are discussing, and what the impacts of the decision will be and who they impact, because this may alter or influence the participants ideas and general feelings about a decision.It is essential to have the situation being discussed in writing, so it is visual for everyone to see as the conversation proceeds and its also key to implement techniques that control the conversation to avoid over powering personalities, even though its natural for some member to have a stronger opinion. Avoiding over powering personalities from deterring others from being heard, or becoming intimidating to the rest of the group, as this will minimize participation and may create limitations.

Providing visual aids, that show the groups progress, such as the use of a chart, where everyone has a space to contribute and then putting common ideas in the middle allows for people to our ideas down, without being verbal, insuring even those who are quitter are contributing and gathering common ideas shows popular and strong ideas to start with and build off of.

Another thing to keep in mind when coming to a decision or concenus is "A friendly amendment" this is a suggestion that adds to another persons idea, instead of being opposed or "blocking" a proposal. It's not a new idea, but a way of making an existing option more effective, and to adapt and consider more peoples ideas.

Time allocation is very important, although it is important to set deadlines, its also important to allow for enough time, even if it mean more then one discussion session. As if time is rushed, the decision will reflect the rush and the best possible outcome may not be achieved. When everyone works as a cohesive group, and is accepting of each others opinions and is willing to give and take, and strong decision may be achieved by the group on the situation at hand.

References

http://www.markshep.com/peace/Consensus.html accessed November 23/11

http://seedsforchange.org.uk/free/consensus#guide accessed November 23/11

External Links

Glossary of Terms [1]

Strategic Leadership and Decision-Making [2]

Process Chart [3]

Barriers & Limitations [4]

Implementation [5]

Authors

Travis Clements, Michelle Pett, Mackenzie Gibson, Ryan Kasperowitsch, Erin Burford, Emily Bandeen.

Consult the User's Guide for information on using the wiki software.

Getting started

Retrieved from "https://kumu.brocku.ca/recl3p25fall2011-group01/Main_Page"

 == '''Procedure''' ==
-The major steps of the process of decision making are as follows:
+The main procedure of the Consensus Decision-Making process consist of the following steps:
-A. Introduction of issue – to gather and share all relevant information
+A. '''Introduction of issue''' – During this stage, the group compiles and shares all of the information that is relevant pertaining to the specific task.
-B. Define question - what are the key questions? Is this the right group?
+B. '''Define question''' - Identify the important or the key questions that need to be addressed. Is this the right group?
-C. Discussion – to voice first thoughts, reactions, ideas
+C. '''Discussion''' – to voice first thoughts, reactions, ideas
-D. Proposal made - trying to incorporate all viewpoints
+D. '''Proposal made''' - trying to incorporate all viewpoints
-E. Discuss proposal – to look at good points and drawbacks
+E. '''Discuss proposal''' – to look at good points and drawbacks
-F. Amend or change proposal - taking into account any concerns, proposal often
+F. '''Amend or change proposal''' - taking into account any concerns, proposal often
 changes
-G. Test for consensus – to test who agrees/disagrees and what the blocks of objections
+G. '''Test for consensus''' – to test who agrees/disagrees and what the blocks of objections
 are
-H. All agree then consensus reached
-I. Implement decision
+H. '''All agree then consensus reached'''
+I. '''Implement decision'''
 == '''Strengths''' ==