Download Slide 1

Dumping Robert’s Rules, Let’s Focus on
Participatory Decision Making
August 3, 2006
Alliance for Nonprofit Management
Monica Herrera
[email protected]
612-743-0758
1
What we will cover today
 Introduction and review of the agenda
 What is consensus and why do we want it?
 What is participatory decision making
(PDM)?
 Group conditions that support PDM
 A Step-by-Step Process
 Practice Exercise
 Attitudes that Impede or Support PDM
2
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.
3
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
4
Group conditions that support
consensus
There are five key conditions:
• Unity of purpose
• Equal access to power
• Autonomy of the group
• Time
5
Group conditions that support
consensus (cont.)
• Willingness of the group to:
 Attend to process
 Attend to attitudes
 Learn and practice skills for meeting
management, facilitation and
communication
6
What is Participatory
Decision Making (PDM)?
A structured tool for pursuing group
ideals. It allows participants to gain
skills and increase awareness of
themselves and their group members. It
allows a group that has social change
values to practice those values in their
key decision making activities.
7
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.
8
Step-by-Step Process, cont.
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…
9
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
10
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)
11
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
12
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
13
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
14
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
15
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
16
Dumping Robert’s Rules, Let’s Focus on
Participatory Decision Making
August 3, 2006
Alliance for Nonprofit Management
Monica Herrera
[email protected]
612-743-0758
17