Encouraging Participatory Decision-Making

Encouraging Participatory
Decision-Making
Melissa Beaudette

Attribution
Although I have reframed the material,
most of it can be found directly in Sam
Kaner’s book, Facilitator’s Guide to
Participatory Decision-Making.
I highly recommend his book. To make it
easy to reference, I have included key
page numbers throughout the
presentation.

Individual
Contribution
How a single individual can help a team
make effective decisions.

Steps
1
Familiarizeyourself with the
process of how group decisions are
made.
2
Recognizeteam dynamics that
inhibit productivegroup decision-
making.
3
Employ differenttechniques that
supportteam members in the
decision-making process

, 230
New
Topic
DIVERSITYOFIDEAS
Group
Decision-Making
Process
TIME
Decision
Point
“Most of the decisions a group
makes are routine.”
Discussion & Implementation is:
• Quick
• Direct
• Straightforward
Familiar
Opinions
1

, 230
New
Topic
DIVERSITYOFIDEAS
Group
Decision-Making
Process
TIME
Signs a Better Process is
Needed:
• No easy solution
• Issue is too complex
• Stakes are too high
OR
• Problem resurfaces
• No follow through
• Discussion continues after
decision
Familiar
Opinions
?
1
Attempted
Decision

New
Topic
DIVERSITYOFIDEAS
Group
Decision-Making
Process
TIME
Familiar
Opinions
Diverse
Perspectives
Struggle in the
service of
integrating new
ways of thinking
into their own.
1
Competing Frames
Of Reference
Shared Framework
Of Understanding
Integrate
Perspectives

, 18
New
Topic
DIVERSITYOFIDEAS
Group
Decision-Making
Process
TIME
Familiar
Opinions
Integrate
Perspectives
Decision
Point
Inclusive
Alternatives
Synthesis &
Refinement
Diamond of
Participatory
Decision-Making
1
Competing Frames
Of Reference
Shared Framework
Of Understanding
Diverse
Perspectives

Group
Decision-Making
Process
Divergent
Zone
Full Participation
Groan
Zone
MutualUnderstanding
Convergent
Zone
Inclusive Decisions
Decision
Point
Shared Responsibility
Values at Each Stage
Page 24, 277, 293, 307
1
New
Topic
Familiar
Opinions
Integrate Perspectives
Decision
Point
Inclusive
Alternatives
Synthesis &
Refinement
Competing Frames
Of Reference
Shared Framework
Of Understanding
Diverse
Perspectives

Steps
1
made.
2
making.
3
decision-making process.

Recognize
Unproductive
Dynamics
2
Full Participation
Mutual Understanding
Inclusive Decisions
Lack of
Unproductive Dynamics

Both/And
• Collaborative
• Win/Win
• Your success is my success.
• If someone loses, everyone loses.
• Everyone has a piece of the truth.
• To build a shared framework of understanding,
in preparation for mutual creative thinking.
• Synthesize: integrateparts into whole.
• Interdependence of all things.
Either/Or
• Competitive
• Win/Lose
• To the victor goes the spoils.
• Someone has to lose.
• Get with the program.
• A search for bargainingchips, in preparationfor
horse tradingand compromise.
• Analyze: break whole into parts.
• Survival of the fittest.
Individual Mindset
Recognize
Unproductive
Dynamics
2

Recognize
Unproductive
Dynamics
2
Behavior Impact
Clues that people are
exhibitingthis behavior.
Indicationsthat the
Impact is occurring.
Team Interactions

Recognize
Unproductive
Dynamics
Page 25
2 Lack of Full Participation
Divergent Zone
Judgmental Self-
Censorship
Critical of Outside Thinking Few People Talk
Behavior Impact

Recognize
Unproductive
Dynamics
Page 26
2 Lack of Mutual Understanding
Groan Zone
Debating Closed
Minds
People Try to Persuade Lose Sight of Goal
Behavior Impact

Recognize
Unproductive
Dynamics
Page 26
2 Lack of Inclusive Solutions
Convergent Zone
HurriedTangentsare Not Tolerated Solutionis a Compromise
Complexity
Overlooked
Behavior Impact

Recognize
Unproductive
Dynamics
Page 26
2 Lack of Shared Responsibility
Decision-Point
Individual
Assuming
Responsibility
Not My
Problem
Rely on Leaders and Experts This get dropped often & easily
Behavior Impact

Support
Participatory
Decision-Making
Divergent
Zone
Encourage
Full Participation
• Amplify Diverse
Perspectives
• Suspend Judgement
Groan
Zone
Promote
MutualUnderstanding
• Help People "Hang
In There"
• Normalize The
Struggle
Convergent
Zone
Foster
Inclusive Decisions
• Strengthen Good
Ideas
• Document
Collective
Agreements
Decision
Point
Strengthen
• Build a Sustainable
Agreement
• Own Decision as a
Team
Page 24, 277, 293, 307
3
New
Topic
Familiar
Opinions
Integrate Perspectives
Decision
Point
Inclusive
Alternatives
Synthesis &
Refinement
Competing Frames
Of Reference
Shared Framework
Of Understanding
Diverse
Perspectives

Support
Participatory
Decision-Making Paraphrasing
3
What does it do?
• Demonstrates that the speaker's
thoughts were heard and
understood.
When should it be used?
• Speaker's statements are
complex or confusing.
• To support people thinking out
loud.
Why does it work?
• Nonjudgmental
• Validating; Enables people to
feel like their ideas are
respected and legitimate.
How to use it?
• In your own words, say what you
think the speaker said.
• "It sounds like you're saying..."
or "Is this what you mean?"
• Look for the speaker's reaction.
Divergent Zone
Full Participation
Groan Zone
Convergent Zone
InclusiveSolutions
Decision Point

Support
Participatory
Decision-Making Drawing People Out (Be Curious)
3
What does it do?
• Helps participants clarify,
develop, and refine their ideas
without coaching or intrusion.
• Sends message: “I understand
you so far. Now tell me more.”
• To get the speaker to think more
in depth and gets them to say
more.
• To support people thinking out
loud.
Why does it work?
• Allows the speaker to do the
thinking rather than pointing the
speaker in a direction the
questioner thinks would be
helpful.
How to use it?
• First paraphrase, then ask open-
ended, nondirective questions.
• ”Can you say more about that?”
”What do you mean by…?”
“Tell me more.”
Divergent Zone
Full Participation
Groan Zone
Convergent Zone
InclusiveSolutions
Decision Point

Support
Participatory
Decision-Making Listening with a Point of View
3
What does it do?
• Allows you to contribute to the
conversation while also making room
for others’ opinions.
• You are an expert or the group’s leader.
Why does it work?
• It only works if you are diligent at
clarifying your own thinking and
communicating effectively AND the
team believes that you care about
helping it do it’s best thinking.
• You continue to support others to
develop their lines of thought.
How to use it?
1.State your point of view.
2.Ask for reactions.
3.Support participants by Phrasing or
Drawing them Out for at least 2 moves.
4.Balance expressing yourself with twice
as much or more facilitative listening.
Divergent Zone
Full Participation
Groan Zone
Convergent Zone
InclusiveSolutions
Decision Point

Support
Participatory
Decision-Making Linking
3
What does it do?
•Allows speaker to explain the relevance of
a statement theyjust made so the group
can see how it’s related.
• When a tangential issue is brought up.
• When someone says “Can we take this off-
line” or “Let’s get back on-track.”
Why does it work?
• Thoughts that seem to come from left-
field often are the ones that trigger a
break-through.
How to use it?
1.Paraphrase the statement.
2.Ask for linkage:“How does your idea
relate to [topic]?” “Can you help us make
the connection.”
3.Validate and followup with:Draw Out,
Balancing,Encouraging,or Stacking. Real
tangents can be parkinglotted.
Divergent Zone
Full Participation
Groan Zone
Convergent Zone
InclusiveSolutions
Decision Point

Support
Participatory
Decision-Making Listening for the Logic
3
What does it do?
• As soon as a solution seems viable,
people become impatient and want to
move on. This is a time when someone
with criticism may get shut down. This
technique supports the person with
the critique.
• When group is keen about a direction,
but someone: Challenges an assertion,
Identifies a bias, Questions a
requirement, Seeks clarification of an
ambiguity, Brings awareness to an
assumption, Finds a contradiction
Why does it work?
• Allows someone who is taking a risk by
bringing up a constructive criticism the
space to develop their thought.
How to use it?
• Listen for a logical analysis and
whether the group is digesting it or
resisting it.
• If logic is dismissed haphazardly,
Paraphrase and Draw Out the speaker
and ask the group for their reaction.
Divergent Zone
Full Participation
Groan Zone
Convergent Zone
InclusiveSolutions
Decision Point

Support
Participatory
Decision-Making Helping People Listen to Each Other
3
What does it do?
• Challenges people to understand the
speaker’s perspective, assumptions,
& values.
• People are just paying attention
rather than asking questions to gain
understanding.
Why does it work?
• Prompts people to interactwith
each other’s ideas.
• Reinforces that it is acceptable to
question or challenge each other
without anyone gettingupset.
How to use it?
• Prompt with: “What did you hear
Jim say?” “Does anyone have any
questions for Joan?” “What part of
that idea doesn’t work for you?”
• After someone responds, encourage
others to speak: “Anyone else?”
Divergent Zone
Full Participation
Groan Zone
Convergent Zone
InclusiveSolutions
Decision Point

Support
Participatory
Decision-Making Making Space for a Quiet Person
3
What does it do?
•Provides an opportunityfor a quiet person
to speak.
•Sends the message: “If you don’t wish to
talknow, that’s fine.But if you would like
to speak,here’s an opportunity.”
• When the group has highlyverbal
members.
• When the discussion is fast-paced.
Why does it work?
• Allows people to speakwho don't feel
comfortable pushingtheir wayinto a
conversation.
How to use it?
• Be on the lookout for bodylanguage, facial
expressions,or even an attempt that
somone wants to speak.
• "Was there a thought you wanted to
express?" If no,move on quickly.
• Consider a structured activitythat gives
everyone a chance to speak.
Divergent Zone
Full Participation
Groan Zone
Convergent Zone
InclusiveSolutions
Decision Point

Support
Participatory
Decision-Making Legitimizing Differences
3
What does it do?
•Breaks the habit of gettingtrapped in
debate.
•Prompts people to see the merits of a
competingpoint ofview.
• Sounds like a debate.
• People seem to be digging in their heels
and becomingclose-minded.
Why does it work?
• Creates an opportunityfor everyone to
step back, take a break, and acknowledge
that their own perspective is not the only
one with validity.
How to use it?
1. Start with “You’re both makinggood
points.I want to summarize them,so we
can treat both views as legitimate.”
2.Summarize their views.
3.Legitimize:“Both sound compelling– even
though they lead to opposite conclusions.
Does anyone have thoughts about this?”
Divergent Zone
Full Participation
Groan Zone
Convergent Zone
InclusiveSolutions
Decision Point

Support
Participatory
Decision-Making Tracking
3
What does it do?
• Keeps track of the various lines of
thoughtthat are going on
simultaneously within a single
discussion.
• When people are talking past one
another about specific, but different,
aspects of the topic.
Why does it work?
• People often act as though the
particular issue that interests them is
one that everyone should focus on.
• Tracking affirms that each thread is
equally valid.
• Makes each thread visible.
How to use it?
1.Indicate you are going to step back
and summarize the discussion so far.
2.Name the different conversations.
3.Check for accuracywith the group.
4.Invite the group to resume the
conversation.
Divergent Zone
Full Participation
Groan Zone
Convergent Zone
InclusiveSolutions
Decision Point

Support
Participatory
Decision-Making Intentional Silence
3
What does it do?
• Allows team to digest complex
thoughts.
• Give space for risky ideas.
• Honor moments of exceptional
poignancy.
• When someone is working through
thoughtsout loud.
• After a statementof passion or
vulnerability.
• If the group is having trouble
focusing.
Why does it work?
• Gives a moment for people to
incorporatewhat has just been said
into their thought framework.
• Some people need “quiet” to think.
How to use it?
• With eye contactand body language,
stay focused on the speaker.
• Say nothing; hold up a hand if
necessary.
• Can prompt with: “Take a moment
to think what this means to you.”
Divergent Zone
Full Participation
Groan Zone
Convergent Zone
InclusiveSolutions
Decision Point

Support
Participatory
Decision-Making Balancing
3
What doesit do?
• Helps the group broaden the
discussion to includeother
perspectives.
• The group appearsto be polarized
and needs fresh lines of thoughts.
• Speakers are restating their points.
• There are silent members.
Why does it work?
• Provides welcome support to
individualswho don't feel safe to
express views that they perceive
as a minority position.
How to use it?
• Prompt with: "Are there any other
waysof lookingat this?” “Does
everyone else agree with this
perspective?” “Anyonehave a
positionnot alreadydiscussed?”
“We haven’theard from X group.”
Divergent Zone
Full Participation
Groan Zone
Convergent Zone
InclusiveSolutions
Decision Point

Support
Participatory
Decision-Making Listening for Common Ground
3
What does it do?
• Validates areas of disagreement and
focuses on areas of agreement.
• Identifies shared values, beliefs, or
goals.
• Heated debate with polarized
positions.
• All perspectives have been at least
partially integratedinto the shared
framework to prevent people
focusing on their own position.
Why does it work?
• Gives hope when it feels like the
groups have nothing in common.
How to use it?
1.Indicate thatyou are going to
summarize the differences and
similarities.
2.Summarize differences.
3.Note areas of common ground.
4.Check for Accuracy
Divergent Zone
Full Participation
Groan Zone
Convergent Zone
InclusiveSolutions
Decision Point

Support
Participatory
Decision-Making Acknowledging Feelings
3
What does it do?
•Raise awareness to the feelings that are
beingexpressed in subconscious ways;
their conduct,tone of voice, facial
expressions,etc.
• Emotions are clearlyintensified.
• People are reactingto the mood of the
room.
• Use for both positive and negative
emotions.
Why does it work?
• Nonverbal communication can have a
direct impact on the team dynamics.
• The impact is much easier to manage
when feelings are communicated directly
and intentionally.
How to use it?
1.Pay attention to the emotionaltone and
lookfor reactions.
2.Pose a question that names the feeling
you see. “You sound frustrated.Is that
true?”
3.Use active listeningto support people to
respond to the feelings you named.
Divergent Zone
Full Participation
Groan Zone
Convergent Zone
InclusiveSolutions
Decision Point

Support
Participatory
Decision-Making Mirroring
3
What does it do?
• Speeds up the tempo of a slow-
moving discussion.
• Establishes the facilitatoras a
neutral voice.
• To reflect critical statementsback to
the speaker.
• During brainstorming.
• With a new team where trust-
building is necessary.
Why does it work?
• Let's speaker hear exactly what s/he
just said.
• Builds trust.
• Some people view paraphrasingas
veiled criticism.
How to use it?
• If a short comment, repeat it back
verbatim.
• If a long comment, condense it to
key words used by speaker.
• Don't mirror tone of voice; keep
tone warm and accepting.
Divergent Zone
Full Participation
Groan Zone
Convergent Zone
InclusiveSolutions
Decision Point

Support
Participatory
Decision-Making Encouraging
3
What does it do?
•Creates an openingfor people to
participate without puttingpeople on the
spot.
• When individuals don’t seem engaged in
the topic.
• Earlyon in the discussion as people warm
up to the topic.
Why does it work?
• Sometimes people need encouragement
to help them relax,focus, and/or connect
with the topic.
• Encourages participation withoutputting
people on the spot.
How to use it?
• “Does anyone have a war story you want
to share?” “Is this discussion raisingany
questions?”“Can anyone given an
example ofwhat Joe is talkingabout?”
• Restate the objective of the discussion:
“We’ve been lookingxyz. Who else has a
comment?”
Divergent Zone
Full Participation
Groan Zone
Convergent Zone
InclusiveSolutions
Decision Point

Support
Participatory
Decision-Making Empathizing
3
What does it do?
•Sharingfeelings with the speaker is a way
of showingacceptance and support.
•Also benefits the group by providing
everyone with a fuller,compassionate
understandingofa person’s subjective
reality.
• The speaker seems to be seeking
affirmation for past actions:“no one
understand what it takes or what I’ve been
through”.
• The speaker is concerned about howthe
line of discussion mayimpact them in the
future.
Why does it work?
• Provides the entire group with a fuller,
compassionate understandingofa
person’s subjective reality.
How to use it?
• Say it like it is: “I image this news might be
quite upsetting.”“After all the effort you
made…”
• Speculate:“I can see how this could
impact other commitments…”“I can see
how it might be hard to talk about…”
• Ask for confirmation.
Divergent Zone
Full Participation
Groan Zone
Convergent Zone
InclusiveSolutions
Decision Point

Support
Participatory
Decision-Making Validating
3
What does it do?
•Recognizes a group’s divergent opinions,
includingcontroversialones,without
takingsides.
• When someone has shared an unpopular
or unfavorableopinion.
Why does it work?
• Legitimizes and accepts the speaker’s
opinion or feelingwithout agreeingit is
correct.
How to use it?
1.Paraphrase and DrawOut the person’s
opinion.
2.Assess whether the speaker needs
support.Did they take a risk?
3.Offer Support:“I see what you are saying.”
“I get why this matters to you.”“I can see
how you got there.”
Divergent Zone
Full Participation
Groan Zone
Convergent Zone
InclusiveSolutions
Decision Point

Support
Participatory
Decision-Making Stacking
3
What does it do?
• Promotes active listening by
establishing a queue of speakers.
• When several people want to speak
at once.
Why does it work?
• Lets everyone know that they will
get a turn.
How to use it?
1.Ask for those who want to speak to
raise their hands.
2.Create a speaking order. “James,
you’re 1st. Deb is 2nd…”
3.After each speaker, call out the
number for who is next.
Divergent Zone
Full Participation
Groan Zone
Convergent Zone
InclusiveSolutions
Decision Point

Support
Participatory
Decision-Making Summarizing
3
What does it do?
•Helps participants to organize things in
their mind into categories which improves
one’s understandingofwhat just
transpiredand serve as memory aids to
improve future recall.
• At the close of a discussion.
• When moving on to another topic.
Why does it work?
• Helps participants consolidate their
thinkingand internalize key
themes/points.
• Feels pleasant and supportive.
How to use it?
1.Restate the questionthat began the
discussion:“We’ve been discussing…”
2.Indicate the # of themes you heard.
3.Name each theme with a few points.
4.Pose a question to bridge to the next
topic:“This was solid thinkingon X;
anythingmore before we move on?”
Divergent Zone
Full Participation
Groan Zone
Convergent Zone
InclusiveSolutions
Decision Point

Support
Participatory
Decision-Making Gathering Ideas
3
What does it do?
• Helps participants build a list of
ideas at a fast-movingpace.
• Energizes the room which eases idea
generation.
• To brainstorm
• To create lists
Why does it work?
• Movement, such as hand gesture,
stepping to and fro, while
documenting what is said causes
people to stay engaged.
• Creates a rhythm of expressing ideas
that participantstry to maintain.
How to use it?
• Startwith a concise description: "For
the next 10 minutes, let's unpack
this proposal..."
• Ask participants to reserve
judgement
• Mirror/Paraphrasein 3-5 words.
Divergent Zone
Full Participation
Groan Zone
Convergent Zone
InclusiveSolutions
Decision Point

CHALLENGE COMMON MISTAKE MORE EFFECTIVE RESPONSE
1
Domination by a
highly verbal
member
Inexperienced facilitators often try to control this person.
“Excuse me, Mr. Q, do you mind if I let someone else take a turn?”
Focus your efforts on the passive majority. Encourage them to participate
more.
Trying to change the dominant participants just sends even more attention
their way.
2
Goofing around in
the midst of a
discussion
Try to “organize” people by getting into a power struggle with them or
raising your voice.
“All right everyone, let’s get back to work.” (Or better yet, “Focus, people,
focus!”)
Often a break is the best response. People become undisciplined when they
are overloaded or worn out.
Alternatively, ask for advice: “Is there something we ought to be doing
differently?”
3
Low participation by
the entire group
Assume that silence means consent.
Don’t ask whether everyone understands the key issues and agrees with
what’s being said. (That just wastes time unnecessarily.)
Always be suspicious of low participation. Feelings may not surface in a
group setting.
Shift from open discussion to a format that lowers the anxiety level. Work in
small groups, or build a list, or try a highly structured activity.
4
Several different
topics being
discussed at the same
time
“Come on, everyone, let’s get back on track.”
Select the topic you think the group would most benefit from discussing,
and do your best to sell your point of view: “I’mnot at all attached to this,
but . . .”
Use tracking: Name the various topics in play. “Let me see if I can
summarize the key themes being discussed.”
Use linking: “Can you help us link your idea to the central issues before us?”
5
Many people
interrupting,
competing for airtime
Take control. Don’t be shy about interrupting the conversation yourself, in
order to exhort people to be more respectful.
Select one person to speak, but give no indication of whose turn will come
next.
If you must interrupt in order to restore decorum, say, “Pat, I’m going to cut
in here. First, let’s make sure your point is being heard. Then, I want to
suggest a process that will cut down on further interruptions.”
After you complete your paraphrase, use stacking, tracking, and sequencing
to organize the group.
Support
Participatory
Decision-Making Addressing Challenging Dynamics
3

6
People treat one
another
disrespectfully
Ignore it altogether. No sense throwing fuel on the fire.
Pretend that posting a ground rule imploring people to “be respectful” will
somehow create respectful behavior.
Increase the frequency of your paraphrasing. People under pressure need
support.
If proposing a ground rule, be sure to create time for the group to reflect on
what’s happening and what they want to do differently.
7
Minimal
participation by
members who don’t
feel invested in topic
Act as though silence signifies agreement with what’s been said.
Ignore them and be thankful they’re not making trouble.
Encourage a discussion: “What’s important to me about this topic?”
Warm up in pairs, so everyone has time to explore his or her stake in the
outcome.
8
Poor follow-through
on action items /
continuous
improvement
Give an ineffective pep talk. Ignore it. Excuse it: “Oh well, we didn’t really
need that information anyway.”
Make collection of names and dates on action items part of the process.
Suggest pairs or teams on each action item.
Suggest a report-back process at a midpoint before the assignment is due.
This gives anyone having trouble a chance to get help.
9
Failure to start on
time and end on
time
Announce, “We’re going to start in five minutes.” Then, five minutes later,
say, “Just a few more minutes.”
Wait for the arrival of the “people who count,” but don’t bother waiting for
anyone with lower ranking.
When it’s time to end, go overtime without asking.
Option 1: Start the meeting when it is scheduled to begin.
Option 2: Wait for everyone to arrive. (If someone’s attendance isn’t
valuable, why is s/he coming in the first place?) Waiting for all will
demonstrate that one person’s tardiness can waste salaried staff time.
If meetings chronically run late, improve your agenda planning.
10
Two people locking
horns
Put the focus exclusively on the interaction between the two disputing
parties, as though no one else in the room has an opinion on the issue at
hand.
Or, treat the two like children. “Come on, you two, can’t you get along?”
Use Balancing: “Who else has an opinion?” or “Are there any other issues
that need to be discussed before we go too much further with this?”
Remember: When the majority is passive, focus your attention on them,
not on the over-active few.
Support
Participatory
3

11
One or two silent
members when
other members
participate actively
“Mr. Z, you haven’t talked much today. Is there anything you’d like to add?”
This may work when a shy member has nonverbally indicated a wish to
speak.
But all too often, the quiet person feels put on the spot and withdraws
further.
“I’d like to get opinions from those who haven’t talked for a while.”
Breaking into small groups works even better, allowing shy members to
speak up without being pressed to compete for airtime.
12
Side conversations
and whispered
chuckles
Ignore the behavior and hope it will go away.
Chastise the whisperers, in the belief that humiliation is an excellent
corrective.
With warmth and humor, make an appeal for decorum: “As you know, those
who don’t hear the joke often wonder if someone is laughing at them.”
If the problem persists, assume there’s a reason. Has the topic become
boring and stale? Do people need a break?
13
Quibbling about
trivial procedures
Lecture the group about wasting time and “spinning our wheels.”
Space out, doodle, and think to yourself, “It’s their fault we’re not getting
anything done.”
Have the group step back from the content of the issue and talk about the
process. Ask the group, “What is really going on here?”
14
Someone becomes
strident and
repetitive
At lunch, talk behind the person’s back. Tell the person-in-charge that s/he
must take more control. Confront the person during a break. When the
meeting resumes, raise your eyebrows or shake your head whenever s/he
misbehaves.
People repeat themselves because they don’t feel heard. Paraphrase the
person’s point of view until s/he feels understood.
Encourage participants to state the views of group members whose views
are different from their own.
15
Someone discovers a
completely new
problem that no one
had previously
noted
Try to come up with reasons to discourage people from opening up this
new can of worms.
Pretend not to hear the person’s comments.
Wake up! This may be what you’ve been waiting for: the doorway into a
new way of thinking about the whole situation.
Support
Participatory
3

The Diamond of Participatory
Decision-Making
• Divergent
• Groan
• Convergent
• Decision
• Full Participation
• Mutual Understanding
• Inclusive Solutions
• Shared Mindset
Steps1
made.
2
making.
3
decision-making process
Summary
Individual Mindset
• Both/And
• Either/Or
Unproductive Team Interactions
• Behaviors of Individuals
• Impact to Team
Facilitative Listening
Techniques
Skills for Addressing
Challenging Dynamics

Encouraging Participatory Decision-Making

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