The processes and techniques which can be found below show/ prove that even in large groups of hundreds and thousands of people, it is possible to make decisions in a democratic, horizontal, participative manner, without hierarchy, delegations, hierarchies or votes/ voting.

These techniques are borne out of the experience of different social grassroots based movements over the past thirty years, mainly in the organization of mass civil disobedience actions.

This text focuses on consensus decision making using the assembly or spokesperson committee method, their variations and other dynamics which can be used in large groups. The experience in introducing these techniques allows us to anticipate the main problems faced when introducing this methodology, as well as suggestions as to how to overcome them.

At the end, a handful/ several exercises and dynamics are proposed in order to develop and practice the skills necessary for a group to be able to make group consensus decision making work.


Consensus in large groups...

Is ....impossible: the maximum size of a group of people whereby everyone can be heard and answered totals about 15-20 people.

Therefore the key to consensus based decision making in large groups is to reduce the problem so that consensus is indeed possible: therefore by dividing the large group into small groups.

In small groups:

  • Dialogue is possible
  • Debates can happen
  • Clear and well thought through conclusions are presented to the rest of the groups.

The process towards consensus in large groups uses the assembly or spokesperson committee structure.

The process has to be as clear as possible for everyone and must be accepted amongst all the participants.

Along with all these thoughts on methodology, one must not lose sight of the fact that it is the practice and experience of the participants which makes consensus based decisions possible.


Conditions for consensus based decision making

Consensus decision making depends (greatly so, in the case of large groups) on certain previous conditions being met:

  • Common Objective: Everyone in the meeting needs to have a common interest/ objective (if an action needs to be carried out at a specific event or there is a shared ethical value). Obviously the more people in a meeting, the more opinions there will be. Therefore, by finding this common interest and going back to this point when differences emerge, it can help maintain a more focused/ united group.
  • Compromise with consensus. Consensus requires compromise, patience, tolerance and determination to place the group above all else. In the consensus model, disagreement can be used as a tool in order to help reach a more solid final decision.
  • Enough Time: All the decision making techniques need time if we want to ensure that the decision reached is of high quality. Consensus is not an exception. In international groups one needs to allow time for translation. In the spokesperson's committee, time is needed to consult with Affinity Groups so that they can reach their own consensus.
  • Clear Procedure: It is essential that each group understand the procedure adopted at the meeting. As there are variations of this procedure, even if we have experience with these tools, it is possible that a group uses the procedure in a different way. There can be a group agreement or basic rules which are decided upon at the beginning of the meeting. For example, that consensus will be used, the manual signs will be used (see appendix), that one cannot interrupt if someone else is speaking, active participation, that we reject oppressive behaviour, that we respect everybody's opinion, that we will try and stick to the time available. Sticking up a piece of paper with a flow chart of the consensus based decision making process will help remind people in which phase of the procedure they are in at any given moment. It also helps to explain the consensus based decision making process at the beginning of a meeting because there could be some new people present.
  • Good facilitation and active participation: Nominating one or more facilitators can help the meeting where there are a large group of people run more smoothly. The dynamics of the group needs to ensure that the group works in harmony, in a creative and democratic manner. They are also there so as to ensure that the objective of the meeting is achieved, that the decision made is implemented. In order for this to happen, active support by all those present is required.

Structure

In the consensus based decision making model through the Spokespersons committee, the large group divides into smaller groups: the so called affinity groups o base groups (AG). The same issues are discussed in parallel within these groups.

Each one of these groups sends one or two spokespersons to the spokespersons' committee or assembly of spokespersons (SC). In the SC:

  • The whole procedure is coordinated
  • The AG's conclusions are exchanged
  • Decisions are made

The SC is a rather small group so as to enable direct communication. As in the SC, there is greater focus on the exchange of ideas rather than in the deep debates, there is the capacity to have even more participants (an SC made up of thirty people is still viable if certain restrictions are applied).

The combination of affinity groups and spokesperson committees makes it possible for:

  • Everyone to hear about the results and conclusions without being present at the debates.
  • Good ideas and important arguments of one AG to reach the other AGs through the SC
  • Reflection on a greater number of suggestions because the large group is not having to listen to each person individually.

Procedure

The decision making process can be divided into 8 steps. These steps are divided between the SC and the AG.

The SC needs to coordinate the work within the AGs: in order for the results of the AGs to be brought together, the same steps need to be followed.

This is not a linear process. There are points which one goes back on. For example, when the SC does not reach a consensus, it is agreed that the next step is to get back into AGs in order to develop new ideas.

Flowchart mapping the process of consensus decision-making in large groups between affinity groups and spokes councils

An issue or question is addressed in the SC: or an AG puts forward a proposal to the committee, or from the outside a question is put forward, or a problem relating to the current situation is revealed.

Before beginning, the problem needs to be sufficiently explained so that all the participants understand it and can explain it to their groups. If they are unaware of an important bit of information, the spokespersons ask within their AG or someone takes on the task of finding out this information.

Formulate the issue you are deciding on.

The SC formulates the question upon which a decision is to be made. This question is passed on to the AGs.

To express opinions, interests, desires and needs. Gather ideas. Debate ideas.

Here there is no difference between the large group procedures and the normal model of consensus decisions.

It is very useful if the AGs first clarify what their interests, desires and needs are in order to reach a final decision.

The ideas are then collected which will enable us to avoid problems. No ideas are evaluated until all of them have been collected.

In the debate the viability and consequences of each proposal are analyzed. The members of the group form an opinion. The group talks amongst each other until possible solutions to the problem are found.

Finally, a group develops decision proposals.


Creating a consensus based proposal

The AGs' proposals and opinions are reunited again with the spokespersons in the SC. It is here that the results of the different groups are adjusted.

In the SC, the interests and needs behind the proposals need to be expressed. The same applies to theories, arguments and evaluations which have influenced the opinion of the group. Knowing all this will facilitate the rest of the groups to find a solution which is well accepted by everyone.

In cases where not everyone proposes the same thing, a proposal based on the results of the AGs will be formulated which has a good chance of being accepted by the groups.

If it is a matter of choosing between different alternatives, these alternatives should be stated as concrete proposals.


Personal Assessment

The spokespersons pass on the consenus based proposal (or the choice between various alternatives) to their respective AGs. Each member of the group expresses their personal opinion.

When it comes to judging between various alternatives, the group must put them in order of preference. If the AGs only mention their preferred choice the SC will not have enough material with which to create a new proposal.


Making a decision

With the AGs' preferences, the spokespersons convene once again in the SC. Now the committee must identify whether consensus has been reached.

If the consensus is partial, only on some points, any other points which are disagreed upon will be part of a new question to be decided upon.

If consensus is not reached first time round, a back and forth game begins between the SC and the AGs:

  • As a result of the groups' previous feedback another consensus based proposal is formed in the SC.
  • Due to new information coming from the SC, some people or groups change their position.

A question is decided upon through consensus, in the SC which is then passed on to the spokespersons via the AGs.

In the procedure so far we have solely focused on the minimum exchange between the SC and AG in all cases. In determined situations an additional exchange between the SC and AGs may be useful:

  • When there is unclear information on the starting question, information can be passed on to the groups when clarifying what the problem is about exactly.
  • If there are individual needs of significant importance, these need to be expressed in the SC before the idea gathering stage.
  • If an AG has very opposing ideas, the ideas of all the other AGs must be discussed within each group, before the SC can draw up a consensus based proposal.

What should the groups and participants pay attention to?

The participants

The major difficulty in the consensus based decision making process in large groups demands a greater challenge for all the participants. A balance must be found:

  • Between the individual self determination against the pressure to conform, and the will to pay attention to the needs and desires of others and taking their thoughts seriously.
  • Between arriving at a proposal with major support and perseverance in order to keep debating in search of the best solution.
Afinity Group

The AG has the role of creating consensus amongst its members. In this procedure other points of view, which are not represented in their own group, must be addressed. Equally for the participants, the AG must strike a balance between self affirmation and the attempt to understand the opinions of others.

Spokespersons

The spokespersons represent their AG in the SC, not their own personal opinions. This means that the spokesperson must consult with his/ her AG when issues have been raised in the SC which had not been raised in their group.

One group must give permission to their spokesperson to make decisions on their behalf, without consulting the group. This can be useful when the group's answer is predictable regarding an issue brought up in the SC. This permission does not mean that the spokesperson does not consult with the group at all. It is therefore up to him/ her to decide when it is necessary to go back to the group and when it isn't. This scenario is only recommended when the spokesperson knows the group sufficiently well in order for the group to decide this.

The role of spokesperson has two main problems:

  • Freedom in relation to the group
  • Failure in transmitting the information

In order to solve these problems, there are three solutions:

  • Write everything down: the groups' petition must be written down and brought to the SC. Notes also should be taken in the SC so as to then inform the group.
  • Double representation: if the SC is small it is recommendable to send a spokesperson per group plus a silent observer. In large SCs, this can be impossible due to the noise level.
  • Rotation: the group can send different people to the SC, This avoids the danger of breaking away. However, an SC without rotation has the advantage that, with time, the spokespersons get to know one another and this makes communication more effective.
Spokepersons' committee

In the SC the decision making process is coordinated in different meetings.

  • In order to do this, clear agreements need to made on what the next step is for the groups.
  • There should also be agreement on how much time groups have in order to reach a conclusion and when the next SC begins.

Source: Werkstatt für gewaltfreie Aktion Baden and Seeds for Change
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