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Dumping Robert’s Rules, Let’s Focus on Participatory Decision

MakingAugust 3, 2006

Alliance for Nonprofit Management

Monica Herrera

Monica.herrera@ccgpartnership.com

612-743-0758

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What we will cover today Introduction and review of the agendaWhat is consensus and why do we want it?What is participatory decision making

(PDM)?Group conditions that support PDMA Step-by-Step ProcessPractice ExerciseAttitudes that Impede or Support PDM

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What is consensus?

It is a form of decision-making that stresses cooperative development of a decision, with group members working together rather than competing against each other.

It does not mean the final outcome

is everyone’s first choice.

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Kinds of Decision-Making Structures

• Autocratic – one person makes decisions• Autocratic with polling – one person makes

decisions after asking for people’s opinions• Minority rule – made by a few people in the

organization (board of directors)• Majority rule – choosing a solution that more

than half the entire group wants• Chaos – decisions are made either inconsistently

or not at all

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Group conditions that support consensus

There are five key conditions:There are five key conditions:

• Unity of purposeUnity of purpose

• Equal access to powerEqual access to power

• Autonomy of the groupAutonomy of the group

• TimeTime

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Group conditions that support consensus (cont.)

• Willingness of the group to:Willingness of the group to: Attend to processAttend to process Attend to attitudesAttend to attitudes Learn and practice skills for Learn and practice skills for

meeting management, facilitation and meeting management, facilitation and communicationcommunication

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What is Participatory Decision Making (PDM)?

A structured tool for pursuing group A structured tool for pursuing group ideals. It allows participants to gain ideals. It allows participants to gain skills and increase awareness of skills and increase awareness of themselves and their group members. It themselves and their group members. It allows a group that has social change allows a group that has social change values to practice those values in their values to practice those values in their key decision making activities.key decision making activities.

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Step-by-Step Process

A. Prepare for Discussion• Agenda is set• Facilitator introduces first item

A clear definition of what is to be discussed is presented

A clear statement of what has to be decided, including what will not be covered.

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B. Have the Discussion Individual introduces an idea for discussion

Could include an opinion, a definition of a problem, suggested approach to a problem, or a proposal for how to reach a decision

Another individual responds incorporating the previous individual’s comments

A third person speaks connecting the previous speakers comments into their comments

And so on…

Step-by-Step Process, cont.

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Step-by-Step Process, cont. B. Have the Discussion, cont. During the conversation, facilitator and group

members are responsible for: Keeping the discussion on topic Providing clarification and rephrasing on

issues that are confusing or complicated Summarizing underlying agreement and

differences in viewpoints Identifying new issues are they arise Ensuring all viewpoints are heard Identifying problems with the group’s

process

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Step-by-Step Process, cont.C. Make the decision

• Once everyone has opportunity to express themselves, facilitator summarizes conclusion group was moving towards

• Group responds by agreement or disagreement

• Concerns are addressed and preliminary decision is made. Decision must be one that all members are willing to live with

• If decision implies action, responsibilities are clarified (who will do what, when)

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Step-by-Step Process, cont.

D. If can’t reach a decision• If more information is required to clarify

issue, a decision can be deferred until the information is gathered and presented back to group

• If group decides time is more critical, individuals who are unable to support the decision are asked to respect the time issue and make a concession on behalf of group to move the process forward

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Attitudes that Support PDM

Cooperation Emphasis on mutual trust Common ownership of ideas Valuing feelings Valuing conflict Valuing contributions of all members Making and effort to equalize power

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Attitudes that Impede PDM

Competition Lack of interest in others Owning ideas Suppressing feelings and conflict Relying on authority Social prejudice reflected in group dynamics

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Conclusions

A cautionary note… Using consensus building techniques isn’t easy One or a few individuals can block consensus

to further their own agenda Group can get dominated by outspoken or

intimidating members Meetings can meander aimlessly Group members can get burn out by extensive

involvement in process

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Conclusions, cont.

A note of optimism… Individuals can become more motivated to

fully learn the issues at hand More and deeper discussions on issues and

options available More meeting management discipline will be

used at the individual and group level Individuals will have a tool that allows them to

practice social justice values at a group level

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Dumping Robert’s Rules, Let’s Focus on Participatory Decision Making

August 3, 2006Alliance for Nonprofit Management

Monica HerreraMonica.herrera@ccgpartnership.com

612-743-0758