Dumping Robert’s Rules, Let’s Focus on Participatory Decision Making August 3, 2006 Alliance for Nonprofit Management

1. Dumping Robert’s Rules, Let’s Focus on Participatory Decision MakingAugust 3, 2006Alliance for Nonprofit Management Monica Herrera Monica.herrera@ccgpartnership.com 612-743-0758

2. 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

3. 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.

4. 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

5. Group conditions that support consensus There are five key conditions: • Unity of purpose • Equal access to power • Autonomy of the group • Time

6. 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

7. 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.

8. Step-by-Step Process • 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.

9. Step-by-Step Process, cont. • 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…

10. 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

11. Step-by-Step Process, cont. • 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)

12. Step-by-Step Process, cont. • 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

13. 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

14. 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

15. 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

16. 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

17. Dumping Robert’s Rules, Let’s Focus on Participatory Decision MakingAugust 3, 2006Alliance for Nonprofit Management Monica Herrera Monica.herrera@ccgpartnership.com 612-743-0758