Process
The process of consensus decision making is described differently by different individuals. Kolstoe 1 suggests that decisions involve a three step process: understanding; resolving; and Implementing. Miller 2 describes four “containers” of group consultation: structure and organization; fact finding and analysis; dialog; and deciding and planning. Lalui 3 describes 7 levels, with the 7th level being the maintenance of unity throughout the process (Figure 13). There are no substantive differences between various authors describing the process of consultative decision making. It is important that the process is understood in its entirety by the group, and then the group conforms to the process.
Figure 13. The process of consultative decision making.
Few people have difficulties understanding and agreeing to the logic of the process, as it is straightforward and intuitive. However when a group meets and starts the process, the dynamics and energies and schedule pressures differentially impact on the participants in the group. When this takes place, it is easy to lose sight of the process, and thus the group needs skills and commitment to stay on track. A single individual ignoring process, or not aware of the current stage, can negatively impact on the entire group.
If the group does not adhere to the process, it can jump past principles or the gathering of facts to arrive at a solution. The absurdity of an individual making a decision without knowing or understanding the facts can be obscured in a group where some may have a perfect grasp of the facts and others an incomplete understanding.
The adherence to process is often considered to be the responsibility of the group facilitator or chairman, but as it will be seen in the following discussion, the task of the chairman, also a participant in the group, requires the support of all the members of the group to be effective.
The adherence to process is more than a logical sequence for the development of consensus and implementation plans. By adhering to process the unity of the group is much more likely to be maintained, conflicts are reduced, and the proper attitude is encouraged. For example, concerning the impact of first discussing principles:
“…There are principles, or what some call human values, by which solutions can be found for every social problem. The essential merit of principle is that it induces an attitude or a dynamic which facilitate the discovery and implementation of practical measures. Leaders of governments and all in authority would be well served in their efforts to solve problems if they would first seek to identify the principles involved and then be guided by them." 4
Consultative decision making emphasizes process, listening and group thinking, creativity, problem solving, and action plans. The process requires significant energy from the participants and realistic expectations about what can be accomplished are needed. Realistic expectations for an intensive two hour meeting might be three big decision items (30 minutes) and three or four small items (10-15 minutes).
Experienced groups practicing this methodology will learn to deal with the priority items and utilize effectively the energies of the group. Inexperienced groups often spend too much time in consultative sessions, resulting in group fatigue, individuals engaging in other activities during consultation, reduced enthusiasm, and poor accountability.
1 Kolstoe, John. Developing Genius, Getting the Most out of Group Decision Making. 1995. George Ronald.
2 Larry Miller, Consultation - creating unity and collective wisdom, Private communication.
3 Ardawan Lalui, Managing Research Programmes, Private communication.
4 Universal House of Justice, The Promise of World Peace, p. 28, US Bahá’í Publishing Trust, Wilmette, 1985)
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