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Strong decisions with consensus, Agila Sverige 2014

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Decisions made with consenus are often better for the groups, have better quality and are much more easy to actually implement. These slides present the process needed to make good consensus decisions.

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Strong decisions with consensus, Agila Sverige 2014

  1. 1. Inclusive decisionmaking Making strong decisions together Peter Antman – Agila Sverige 2014 Consenus peter.antman@crisp.se @peterantman
  2. 2. 2Peter Antman What is Consenus?
  3. 3. Consensus - a cooperative search for asolution everyone willsupport Peter AntmanI 3 ”I belive this is the best decision we can arrive at for the organization at this time, and I will support its implementation”
  4. 4.  Makesthe group stronger – by actively fostering full participation and mutual understanding.  Drives more creative solutions – by creating an inclusiveenvironment wherewe try to build on eachothers suggestions and opinions.  Lead to high commitment. – Implementing decisions madeby consensus is often fast and painless since every oneinvolved arealready onboard. What are the benefits? Peter Antman 4
  5. 5. Peter Antman 5 Alternatives?
  6. 6. Person in charge decides Peter Antman 6 Person in charge decides after group discussion Compromise Majority vote ! !
  7. 7. What happens? Peter Antman 7 Conflict Losers and winners Locked positions Not being listened to Non loyal
  8. 8. Peter Antman 8 ? • Familiar opinions • Conventional wisdom • Well known disagreements • We start with what we know ✔ Business As usual
  9. 9. Peter Antman 9The Consensus process
  10. 10. Peter Antman 10 ? Familiar opinions ? BAD! NO! STUPID! Diverse perspectives ✔ Business As usual
  11. 11. Peter Antman 11 o In the interest of the whole o Not competition (nowinners) o Requires a commonpurpose (that people arecommitted to) Allmembers are encouraged to speak up and share ”first-draft” ideas 1. Full participation
  12. 12. Peter Antman 12 ? Familiar opinions ? Competing frames of reference Business As usual energy Full participation Defer judgement • Surveying the territory • Searching for alternatives • Rasing Difficult issues Diverse perspectives ✔✗ ✔
  13. 13. Peter Antman 13 o Trust and openness o Disagreement as a positive force o Participants areexpected to express different points o Criticize ideas Understand and accept the legitimacy of one another’s needs and goals 2. Mututal understanding
  14. 14. Peter Antman 14 ? Familiar opinions ? Groan zone Competing frames of reference Business As usual Shared framework of understanding energy frustration Full participation Mutual understanding Defer judgement Hold out • Surveying the territory • Searching for alternatives • Rasing Difficult issues • Strengthening releationships • Creating shared context Diverse perspectives ✔
  15. 15. Peter Antman 15 o Every voicematters o Balance difference in power o Discovery: combine collective wisdom into best possible decision Intergrate everybody’s perspectives andneeds 3. Inclusive solutions
  16. 16. Peter Antman 16 ? ✔ Familiar opinions ? Groan zone Competing frames of reference Business As usual Shared framework of understanding Inclusive alternative Synthesis energy frustration Full participation Mutual understanding Inclusive solutions Defer judgement Both/And Hold out • Surveying the territory • Searching for alternatives • Rasing Difficult issues • Strengthening releationships • Creating shared context • Exploringinclusive principles • Creative reframing • Strengthening good ideas Diverse perspectives
  17. 17. Peter Antman 17 o Decisionsin theinterestofthe group o Putasidepersonalpreferences o Lookforanoutcomeeveryonecan live with o Everyoneagreetosupportdecission Everyone must be willing and able to implement the proposal they endorse 4. Shared responsibility
  18. 18. Peter Antman 18 ? ✔ Familiar opinions ? Groan zone Competing frames of reference Business As usual Closure zone Shared framework of understanding Inclusive alternative Synthesis energy frustration comittment Full participation Mutual understanding Shared responsibility Defer judgement Both/And Hold out • Surveying the territory • Searching for alternatives • Rasing Difficult issues • Strengthening releationships • Creating shared context • How decisions are made I’m on Diverse perspectives Inclusive solutions • Exploringinclusive principles • Creative reframing • Strengthening good ideas
  19. 19. Peter Antman 19 ? ✔ I’m on I have concerns I’m principally against I’m outside the circle SuppportOpen issues Stand aside Block
  20. 20. Hand signals Peter Antman 20 Agree: I support this proposal and will commit to it. Not sure: I could support this proposal but have concerns I need adressed Block: I do not support this proposal. It does not serve our (group/organization) best interest Stand aside: I have a strong objection to the proposal based on my personal beliefs. I will not assist implementation, but without obstructing it.
  21. 21.  Defer the decision  Give authority to subgroup  Push decision upwards  Change decisionmethod – Ok with for example 1 block – 90% majority When group can not reachconsensus Peter Antman 21 90 %
  22. 22. Inclusive decisionmaking Making strong decisions together Peter Antman – Agila Sverige 2014 Consenus peter.antman@crisp.se @peterantman

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