[IMC-Seattle] history - Seattle S&G Document (7/2002)

[Sheri Herndon]

Hi,

for those of you who have never seen this.  this is our governing document.   sections that
have been altered since then are about the spokescouncil.  i can't find that at the
moment, but jonathan probably has it handy.  also, another section was consensus plus
one.  that was approved last fall and was posted to the lists.  

sheri

~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~~

IMC Interim Structure and Governance

Working document. Revised July 2002

Table of Contents

1. Goals of Interim Structure and governance document

2. Core values

a) Mission Statement

b) Value Statements

c) Achieving our vision: The long road ahead

c) Code of Cooperation

d) The Independent Media Center and You

2. Membership 3

a) Purpose and Definition of Membership 3

b) Criteria For Gaining Membership 3

c) Recognition of Membership 3

d) Affiliate Membership 3

e) Sustaining Membership 4

3. Communication and Participation

a) Working Groups

b) Spokescouncil

4. Decision-Making Protocol

a) General Membership

General Meetings

b) Spokescouncil

5. Communication <

a) The Role of the Convener

6. Conflict Resolution and Being Human

7. Appendix A

Items Under Development

8. Appendix b 9

Guide to Formal Consensus

1. Goals of Structure and Governance Document

This document is meant to be superceded. Within 6 months, the IMC shall ratify its more
permanent S&P. If the membership decides to keep this S&P, it must be re-ratified by the
membership.The IMC¹s structure and process attempts to balance two somewhat
opposing goals: transparency and efficiency. Both are very important to the success of the
IMC.

This S&P attempts to balance two somewhat opposing goals: transparency and efficiency.
Both are very important to the success of the IMC.

Another goal isWe seek to balance an open, changeable structure with the need for
continuity in the functioning of the IMC. The former gives us greater diversity of opinion
and style, while the latter gives us greater efficiency.

Our process and structure should enhance the IMC¹s progress while expanding our
participation and effectiveness.

2. Core values

a) Mission Statement

The Seattle Independent Media Center is a grassroots organization committed to using
media production and distribution as toolds for promoting social and economic justice.
Through this work we seek to further the self-determination of people under-represented
in the media, and to illuminate and analyze locla and global issues that impact
ecosystems, communities and individuals. We are dedicated to generating alternatives to
the corporate media and to identifying and creating positive models for a sustainable and
equitable society.

b) Value Statements

The Independent Media Center is a values-based organization that is committed to:

    * Actively addressing oppression of class, race, gender, sexuality, age and ability, both
within the IMC and externally.
    * Creating and sustaining a safe space for people of all backgrounds to work on
projects, collectively and individually.
    * Uniting diverse cultures of action and resistance.
    * Social and economic justice and a culture of respect, equality, accountability and
love.
    * Having fun while we work.
* Critiquing our relationships, work, and media projects based on the foregoing values.

c) Achieving our vision: The long road ahead

We seek to achieve the values above by:

    * An ongoing self-education program being developed by the encuentro work group.
    * Periodic self-assessment of how we¹re meeting these goals (at least quarterly).
    * Seeking input from the community advisory board.
    * Using participatory media and promoting the independent distribution of
information.
    * Organizing horizontally and non-hierarchically.
* Exposing the dangers of corporate manipulations.

d) Code of Cooperation

The Independent Media Center is a consensus-based organization. Consensus necessarily
requires cooperation and commitment. The IMC¹s code of cooperation is:

    * We agree to keep our commitments, and be held accountable for our actions and
decision.
    * We honor and encourage leadership, hard work and active participation.
    * We treat each other with respect, and practice responsible, non-violent
communication.
* We share decision-making power through the use of consensus process in our meetings.

e) The Independent Media Center and You

The IMC is actively seeking to mirror the society we envision. We will encourage and
support participation and leadership from people of all backgrounds, genders,
ethnicities, sexual orientations and abilities. The anti-oppression working group is
empowered to develop internal and external structures to reach this goal.

2. Membership

a) Purpose and Definition of Membership

The Seattle IMC is organized as a collective, and its basic decision-making body is the
membership as a whole. Decisions are made by consensus among the general
membership, or in special-purpose working groups. Some decisions are delegated to the
spokescouncil (section 4b). These smaller groups remain directly accountable to the
general membership. All participants in decisionmaking at any level shall be members of
the Seattle IMC.

Additional privileges, such as the ability to borrow IMC equipment, may also be granted
exclusively to members.

b) Criteria for Gaining Membership

Members of the Seattle IMC are individuals who:

1. Have received an introduction to the mission, values and organizational structure of
the IMC by receiving volunteer orientation and consensus training, at a regularly
scheduled training session or its equivalent.

2. Accept and support the mission and values of the IMC and agree to work with other
volunteers within its organizational structure;

3. Attend a minimum of three monthly meetings of the Seattle IMC general membership,
or a combination of general membership and working group meetings, over a two-month
period;

4. Demonstrate ongoing support for the IMC through a personal monthly volunteer
commitment totalling at least 8 hours. Under normal circumstances, this commitment
includes 3 hours of operational support, including the crucial work of staffing and
maintaining the IMC space. Other ways to volunteer include attending meetings,
journalism, outreach, and projects carried out within the various working groups, which
members are encouraged to join.

While individual members and small groups are encouraged to exercise creative
autonomy in developing projects, all projects constituting IMC volunteer work remain
accountable to the general membership and to the IMC mission. New projects are
collaboratively planned, carried out and evaluated with due coordination and
communication among members.

 

c) Recognition of Membership

Adhering to the above requirements, an individual gains the collective trust of members
of the Seattle IMC. Based upon this trust, the collective bestows membership upon the
individual.

d) Affiliate Membership

Individuals unable to fulfill the above requirements 3 and 4, but who understand and
support the IMC's mission, values, organizational structure and culture, may be granted
affiliate status for the purpose of participating in particular projects. The specific
privileges and responsibilities of affiliate membership are defined for particular projects
by a working group or by the spokescouncil.

e) Sustaining Membership

An individual's membership is active while he or she continues to fulfill the requirements
named in Section B. The terms of affiliate membership are defined for each particular
project.

[section 2 approved by consensus, February 2002]

 

3. Communication and Participation

The structure of the IMC consists of the general membership, working groups and a
spokescouncil (SC).

a) Working Groups

Working groups are focused on particular areas of the projects and operations of the IMC.
Each working group will provide, in writing, a charter document that defines its own
mode of decision making, and the scope of its work so other groups can have a clear idea
what work and responsibility the group has taken on. The starting point for working
groups is that decisions will be made by consensus, but each working group may choose,
by consensus, to change its model.

Working groups will, in general, support the mission of the IMC in at least one of three
broad areas:

OPERATIONS ­

[e.g. Space, Volunteer coordination, Events, Fundraising, Finances, and Tech (physical
infrastructure)]

MEDIA ­

[e.g. Media production (Internet, print, audio and video), Editorial, Training, and Tech
(Internet/programming)]

ORGANIZATIONAL DEVELOPMENT ­

[e.g. Structure and Process, Anti-Oppression, Publicity, and Legal]

b Spokescouncil

1. The Spokescouncil is a small group, consisting of five to seven members, elected by the
general membership and given authority to make decisions in certain matters, as follows:

    * time-sensitive decisions which need to be made between general meetings
* special decisions delegated by the general membership, whether one-time or ongoing

2. Spokescouncil representatives serve at-large, representing the interests of the IMC as a
whole. Criteria for Spokescouncil membership are as follows:

    * active membership (as described above at 2.b)
    * familiarity with IMC institutional history and past decision-making
    * commitment to participation in online decisionmaking
    * commitment to availability for quick-response decisions
    * commitment to reading proposals and gathering information needed to make
informed decisions
    * commitment to active participation in general meeting convening and facilitation
* willingness to mentor and orient new volunteers

c Spokescouncil Elections

1. Spokescouncil representatives, or Spokes, are nominated and elected by the general
membership. Elections will be held at a general meeting once every three months; Spokes
may serve terms longer than three months, but must stand for election each cycle in
order to be reconfirmed by the collective.

2. Nominations are open to all IMC members meeting the criteria listed above (2.b).

3. Election of nominated spokes is accomplished by consensus. In the event of a contested
election involving more than seven candidates, balloting or another voting mechanisms
may be used.

4. The results of a Spokescouncil election are immediately announced to all members; the
election must be reconfirmed by consensus at the following general meeting.

[changes to section 3 approved by consensus, June 2002]

4. Decision-Making Protocol

The IMC is committed to an internal decision-making process which is non-hierarchical
and inclusive. To this end, the IMC uses the method of formal consensus for making
decisions among the general membership and the spokescouncil. Specific procedures and
explanatory guidelines for using formal consensus at the IMC are given in Appendix B.

Some decisions do not need to be made at the spokescouncil or general meeting level.
What follows are guidelines for who is empowered to participate fully in formal consensus
decisionmaking.

a) General Membership

All of the power of the organization rests in the general membership (where "member" is
defined as in "Membership" above). Any decision that changes the course or structure of
the organization must be made by the general membership. The general membership
must also have full access to financial statements and the budget should be sent to the
body for approval every year. Other examples of decisions that must rest within the
general membership are as follows:

    * Expenditures of $1,000 or more that are not within the budget.
    * Creation of paid staff positions.
* Revisions or adoption of bylaws, articles of incorporation and this document.

General Meetings

Regular meetings will be held at the IMC twice a month, open to all members, interested
persons, partners, affiliates and community members. These meetings will be used to
reconnect with each other in person, to meet new or potential members and to discuss
general issues relating to the IMC, the community and the world. All those who attend
general meetings are welcome to speak, although voting power resides only with members
of the IMC.

b) Spokescouncil

The Spokescouncil meets at least quarterly, but maintains ongoing communication in
order to make quick decisions, when necessary, on behalf of the IMC collective as a
whole. Spokescouncil meetings and email list communications are open to the public,
though only Spokescouncil representatives may vote.

[changes to section 4 approved by consensus, June 2002]

5. Communication

The IMC will make available a few computers to use as email machines for members. This
will enable individuals without computer resources to participate fully as those who have
computer access. The IMC will make available resources (both human and paper-based)
that will explain the etiquette and culture of email, along with the technical and
operational details of starting and maintaining an email account.

Much of the communication of the IMC will happen through email. Members will make
important information available in other forms for people who do not have regular access
to computers. For example, meeting minutes will be printed out and kept at the IMC for
people to peruse. Working group conveners are responsible for ensuring that hard copies
of notes are available at the IMC. The person or persons responsible for this duty will be
declared in the charter document prepared by each WG.

a) The Role of the Convener

The convener is the person whose responsibility it is to convene the meetings of the
committee. "Convener" is the term used traditionally by consensus based groups, more
commonly known as the committee "chair." This role is essential to successful committee
function. A convener, or chairperson of a committee, is responsible for ensuring that the
following tasks are accomplished:

    * Meetings are scheduled, and people are informed of meetings
    * A list of the names and phone numbers of committee members is kept and distributed
    * Membership is maintained or expanded as needed
    * The agendas for committee meetings are planned
    * Committee meetings have facilitation and note-taking
* Hard copies of minutes are available in a timely fashion at the IMC

The convener may choose to delegate any of the tasks listed above.

Most importantly, the convener is the CONTACT PERSON for the communication of IMC
business. The convener makes sure that the necessary information and proposals are
carried between the working group and the greater organization.

6. Conflict Resolution

This section is still in development.

7. Appendix

 

Priority Items under development

    * Accountability Statement:
For the Community Advisory Board, creation of safe space at the IMC, and ongoing
culture of encuentro. The purpose of this is to give the aspects of the governance structure
relating to ongoing anti-oppression work more teeth, so that they aren¹t just feel-good
statements.

Items under continuous development

    * Community Advisory Board:
The IMC will have a Community Advisory Board. The Community Advisory Board will be
fully defined within one to two months. For the present structure, the CAB will have no
role on the spokescouncil. The anti-oppression/encuentro working group in cooperation
with members of the community will develop the board and a proposal for its relationship
to the spokescouncil.

Meetings

The Role of Convener

The convener is the person whose responsibility it is to convene the meetings of the
committee. "Convener" is the term used traditionally by consensus based groups, more
commonly known as the committee "chair." This role is essential to successful committee
function. A convener, or chairperson of a committee, is responsible for ensuring that the
following tasks are accomplished:

 

* Meetings are scheduled, and people are informed of meetings

* A list of the names and phone numbers of committee members is kept and distributed

* Membership is maintained or expanded as needed

* The agendas for committee meetings are planned

* Committee meetings have facilitation and notetaking

The convener may choose to delegate any of these tasks, and simply maintain oversight.

Documents to be developed separately from governance structure

    * Affiliates and Partners:
    * The IMC¹s relationship with affiliates and partners will be developed separately of this
document. Non-profit articles of incorporation:
Will be developed as soon as is reasonable by legal working group.

 

8. Appendix B

A GUIDE TO FORMAL CONSENSUS

SEATTLE INDEPENDENT MEDIA CENTER

adapted from On Conflict and Consensus, Butler and Rothstein

 

1. ADVANTAGES OF FORMAL CONSENSUS

It is often said that consensus is time-consuming and difficult. Making complex, difficult
decisions is time-consuming, no matter what the process. Many different methods can be
efficient, if every participant shares a common understanding of the rules of the game.
Like any process, Formal Consensus can be inefficient if a group does not first assent to
follow a particular structure.

Avoidance, denial, and repression of conflict is common during meetings, therefore, using
Formal Consensus might not be easy at first. Unresolved conflict from previous
experiences could come rushing forth and make the process difficult, if not impossible.
Practice and discipline, however, will smooth the process. The benefit of everyone's
participation and cooperation is worth the struggle it may initially take to ensure that all
voices are heard.

2. CONSENSUS AND COOPERATION

Consensus process, on the other hand, creates a cooperative dynamic. Only one proposal
is considered at a time. Everyone works together to make it the best possible decision for
the group. Any concerns are raised and resolved, sometimes one by one, until all voices
are heard. Since proposals are no longer the property of the presenter, a solution can be
created more cooperatively.

3. OVERVIEW OF PROCESS

Formal Consensus is presented in levels or cycles. In the first level, the idea is to allow
everyone to express their perspective, including concerns, but group time is not spent on
resolving problems. In the second level the group focuses its attention on identifying
concerns, still not resolving them. This requires discipline. Reactive comments, even funny
ones, and resolutions, even good ones, can suppress the creative ideas of others. Not until
the third level does the structure allow for exploring resolutions.

Each level has a different scope and focus. At the first level, the scope is broad, allowing
the discussion to consider the philosophical and political implications as well as the
general merits and drawbacks and other relevant information. The only focus is on the
proposal as a whole. Some decisions can be reached after discussion at the first level. At
the second level, the scope of the discussion is limited to the concerns. They are identified
and publicly listed, which enables everyone to get an overall picture of the concerns. The
focus of attention is on identifying the body of concerns and grouping similar ones. At the
third level, the scope is very narrow. The focus of discussion is limited to a single
unresolved concern until it is resolved.

4. DETAILED DESCRIPTION OF PROCESS

a. Proposals

 

In the consensus process, only proposals which intend to accomplish the common
purpose are considered. During discussion of a proposal, everyone works to improve the
proposal to make it the best decision for the group. All proposals are adopted unless the
group decides it is contrary to the best interests of the group.

 

In an ideal situation, every proposal would be submitted in writing and briefly introduced
the first time it appears on the agenda. At the next meeting, after everyone has had
enough time to read it and carefully consider any concerns, the discussion would begin in
earnest. Often, it would not be until the third meeting that a decision is made. Of course,
this depends upon how many proposals are on the table and the urgency of the decision.

b. Clarify the Process

The facilitator introduces the person presenting the proposal and gives a short update on
any previous action on it. It is very important for the facilitator to explain the process
which brought this proposal to the meeting, and to describe the process that will be
followed to move the group through the proposal to consensus. It is the facilitator's job to
make sure that every participant clearly understands the structure and the discussion
techniques being employed while the meeting is in progress.

c. Questions Which Clarify the Presentation

Questions are strictly limited by the facilitator to those which seek greater comprehension
of the proposal as presented. Everyone deserves the opportunity to fully understand what
is being asked of the group before discussion begins. This is not a time for comments or
concerns. If there are only a few questions, they can be answered one at a time by the
person presenting the proposal. If there are many, a useful technique is hearing all the
questions first, then answering them together. After answering all clarifying questions, the
group begins discussion.

d. LEVEL ONE: Broad Open Discussion

General Discussion

Discussion at this level ought to be the broadest in scope. Try to encourage comments
which take the whole proposal into account; i.e., why it is a good idea, or general
problems which need to be addressed. Discussion at this level often has a philosophical or
principled tone, purposely addressing how this proposal might affect the group in the
long run or what kind of precedent it might create, etc. It helps every proposal to be
discussed in this way, before the group engages in resolving particular concerns. Do not
allow one concern to become the focus of the discussion. When particular concerns are
raised, make note of them but encourage the discussion to move back to the proposal as a
whole. Encourage the creative interplay of comments and ideas. Allow for the addition of
any relevant factual information. For those who might at first feel opposed to the
proposal, this discussion is consideration of why it might be good for the group in the
broadest sense. Their initial concerns might, in fact, be of general concern to the whole
group. And, for those who initially support the proposal, this is a time to think about the
proposal broadly and some of the general problems. If there seems to be general
approval of the proposal, the facilitator, or someone recognized to speak, can request a
call for consensus.

Call for Consensus

"The facilitator asks, "Are there any unresolved concerns?" or "Are there any concerns
remaining?" After a period of silence, if no additional concerns are raised, the facilitator
declares that consensus is reached and the proposal is read for the record. The length of
silence ought to be directly related to the degree of difficulty in reaching consensus; an
easy decision requires a short silence, a difficult decision requires a longer silence. This
encourages everyone to be at peace in accepting the consensus before moving on to other
business. At this point, the facilitator assigns task responsibilities or sends the decision to
a committee for implementation. It is important to note that the question is not "Is there
consensus?" or "Does everyone agree?". These questions do not encourage an
environment in which all concerns can be expressed. If some people have a concern, but
are shy or intimidated by a strong showing of support for a proposal, the question "Are
there any unresolved concerns?" speaks directly to them and provides an opportunity for
them to speak. Any concerns for which someone stands aside are listed with the proposal
and become a part of it.

e. LEVEL TWO: Identify Concerns

List All Concerns

At the beginning of the next level, a discussion technique called brainstorming is used so
that concerns can be identified and written down publicly by the scribe and for the
record by the notetaker. Be sure the scribe is as accurate as possible by checking with the
person who voiced the concern before moving on. This is not a time to attempt to resolve
concerns or determine their validity. That would stifle free expression of concerns. At this
point, only concerns are to be expressed, reasonable or unreasonable, well thought out or
vague feelings. The facilitator wants to interrupt any comments which attempt to defend
the proposal, resolve the concerns, judge the value of the concerns, or in any way deny or
dismiss another's feelings of doubt or concern. Sometimes simply allowing a concern to be
expressed and written down helps resolve it. After all concerns have been listed, allow the
group a moment to reflect on them as a whole.

Group Related Concerns

At this point, the focus is on identifying patterns and relationships between concerns.
This short exercise must not be allowed to focus upon or resolve any particular concern.

f. LEVEL THREE: Resolve Concerns

Resolve Groups of Related Concerns

Call for Consensus

If most of the concerns seem to have been resolved, call for consensus in the manner
described earlier. If some concerns have not been resolved at this time, then a more
focused discussion is needed.

Restate Remaining Concerns (One at a Time)

Return to the list. The facilitator checks each one with the group and removes ones which
have been resolved or are, for any reason, no longer of concern. Each remaining concern
is restated clearly and concisely and addressed one at a time. Sometimes new concerns are
raised which need to be added to the list. However, every individual is responsible for
honestly expressing concerns as they think of them. It is not appropriate to holdback a
concern and spring it upon the group late in the process. This undermines trust and
limits the group's ability to adequately discuss the concern in its relation to other
concerns.

Questions Which Clarify the Concern

The facilitator asks for any questions or comments which would further clarify the
concern so everyone clearly understands it before discussion starts.

Discussion Limited to Resolving One Concern

Use as many creative group discussion techniques as needed to facilitate a resolution for
each concern. Keep the discussion focused upon the particular concern until every
suggestion has been offered. If no new ideas are coming forward and the concern cannot
be resolved, or if the time allotted for this item has been entirely used, move to one of the
closing options described below.

Call for Consensus

Repeat this process until all concerns have been resolved. At this point, the group should
be at consensus, but it would be appropriate to call for consensus anyway just to be sure
no concern has been overlooked.

g. Closing Options

Send to Committee

If a decision on the proposal can wait until the whole group meets again, then send the
proposal to a committee which can clarify the concerns and bring new, creative
resolutions for consideration by the group. It is a good idea to include on the committee
representatives of all the major concerns, as well as those most supportive of the proposal
so they can work out solutions in a less formal setting. Sometimes, if the decision is needed
before the next meeting, a smaller group can be empowered to make the decision for the
larger group, but again, this committee should include all points of view. Choose this
option only if it is absolutely necessary and the whole group consents.

Stand Aside (Decision Adopted with Unresolved Concerns Listed)

When a concern has been fully discussed and cannot be resolved, it is appropriate for the
facilitator to ask those persons with this concern if they are willing to stand aside; that is,
acknowledge that the concern still exists, but allow the proposal to be adopted. It is very
important for the whole group to understand that this unresolved concern is then written
down with the proposal in the record and, in essence, becomes a part of the decision. This
concern can be raised again and deserves more discussion time as it has not yet been
resolved. In contrast, a concern which has been resolved in past discussion does not
deserve additional discussion, unless something new has developed. Filibustering is not
appropriate in Formal Consensus.

Declare Block

After having spent the allotted agenda time moving through the three levels of discussion
trying to achieve consensus and concerns remain which are unresolved, the facilitator is
obligated to declare that consensus cannot be reached at this meeting and that the
proposal is blocked. Move on to the next agenda item.

5. RULES OF FORMAL CONSENSUS

€ Once a decision has been adopted by consensus, it cannot be changed without reaching
a new consensus. If a new consensus cannot be reached, the old decision stands.

€ In general, only one person has permission to speak at any moment. The person with
permission to speak is determined by the group discussion technique in use and/or the
facilitator.(The role of Peacekeeper is exempt from this rule.)

€ All structural decisions (i.e., which roles to use, who fills each role, and which
facilitation technique and/or group discussion technique to use) are adopted by
consensus without debate. Any objection automatically causes a new selection to be
made. If a role cannot be filled without objection, the group proceeds without that role
being filled. If much time is spent trying to fill roles or find acceptable techniques, then
the group needs a discussion about the unity of purpose of this group and why it is
having this problem. A discussion must be put on the agenda for the next meeting, if not
held immediately.

€ All content decisions (i.e., the agenda contract, committee reports, proposals, etc.) are
adopted by consensus after discussion. Every content decision must be openly discussed
before it can be tested for consensus.

€ A concern must be based upon the principles of the group to justify a block to
consensus.

6. VALUES OF FORMAL CONSENSUS

Formal Consensus is based on the principles of the group.

Although every individual must consent to a decision before it is adopted, if there are any
objections, it is not the choice of the individual alone to determine if an objection
prevents the proposal from being adopted. Every objection or concern must first be
presented before the group and either resolved or validated. A valid objection is one in
keeping with all previous decisions of the group and based upon the commonly-held
principles or foundation adopted by the group. The objection must not only address the
concerns of the individual, but it must also be in the best interest of the group as a whole.
If the objection is not based upon the foundation, or is in contradiction with a prior
decision, it is not valid for the group, and therefore, out of order.

On Decision Making

Decisions are adopted when all participants consent to the result of discussion about the
original proposal. People who do not agree with a proposal are responsible for expressing
their concerns. No decision is adopted until there is resolution of every concern. When
concerns remain after discussion, individuals can agree to disagree by acknowledging
that they have unresolved concerns, but consent to the proposal anyway and allow it to
be adopted. Therefore, reaching consensus does not assume that everyone must be
incomplete agreement, a highly unlikely situation in a group of intelligent, creative
individuals.

Principles of the Group and Principles of Consensus

If a group desires to adopt Formal Consensus as its decision making process, the first step
is the creation of a Statement of Purpose or Constitution. This document would describe
not only the common purpose, but would also include the definition of the group's
principles and values. If the group discusses and writes down its foundation of principles
at the start, it is much easier to determine group versus individual concerns later on.

The following are principles which form the foundation of Formal Consensus. A
commitment to these principles and/or a willingness to develop them is necessary. In
addition to the ones listed herein, the group might add principles and values which are
specific to its purpose.

Foundation Upon Which Consensus Is Built

For consensus to work well, the process must be conducted in an environment which
promotes trust, respect, and skill sharing. The following are principles which, when
valued and respected, encourage and build consensus.

Trust

Foremost is the need for trust. Without some amount of trust, there will be no cooperation
or nonviolent resolution to conflict. For trust to flourish, it is desirable for individuals to
be willing to examine their attitudes and be open to new ideas. Acknowledgement and
appreciation of personal and cultural differences promote trust. Neither approval nor
friendship are necessary for a good working relationship. By developing trust, the process
of consensus encourages the intellectual and emotional development of the individuals
within a group.

Respect

It is everyone's responsibility to show respect to one another. People feel respected when
everyone listens, when they are not interrupted, when their ideas are taken seriously.
Respect for emotional as well as logical concerns promotes the kind of environment
necessary for developing consensus. To promote respect, it is important to distinguish
between an action which causes a problem and the person who did the action, between
the deed and the doer. We must criticize the act, not the person. Even if you think the
person is the problem, responding that way never resolves anything.

Unity of Purpose

Unity of purpose is a basic understanding about the goals and purpose of the group. Of
course, there will be varying opinions on the best way to accomplish these goals.
However, there must be a unifying base, a common starting point, which is recognized
and accepted by all.

Nonviolence

Nonviolent decision makers use their power to achieve goals while respecting differences
and cooperating with others. In this environment, it is considered violent to use power to
dominate or control the group process. It is understood that the power of revealing your
truth is the maximum force allowed to persuade others to your point of view.

Self Empowerment

It is easy for people to unquestioningly rely on authorities and experts to do their thinking
and decision making for them. If members of a group delegate their authority,
intentionally or not, they fail to accept responsibility for the group's decisions. Consensus
promotes and depends upon self empowerment. Anyone can express concerns. Everyone
seeks creative solutions and is responsible for every decision. When all are encouraged to
participate, the democratic nature of the process increases.

Cooperation

Unfortunately, Western society is saturated in competition. When winning arguments
becomes more important than achieving the group's goals, cooperation is difficult, if not
impossible. Adversarial attitudes toward proposals or people focus attention on weakness
rather than strength. An attitude of helpfulness and support builds cooperation.
Cooperation is a shared responsibility in finding solutions to all concerns. Ideas offered in
the spirit of cooperation help resolve conflict. The best decisions arise through an open
and creative interplay of ideas.

Conflict Resolution

The free flow of ideas, even among friends, inevitably leads to conflict. In this context,
conflict is simply the expression of disagreement. Disagreement itself is neither good nor
bad. Diverse viewpoints bring into focus and explore the strengths and weaknesses of
attitudes, assumptions, and plans. Without conflict, one is less likely to think about and
evaluate one's views and prejudices. There is no right decision, only the bestone for the
whole group. The task is to work together to discover which choice is most acceptable to
all members.

Avoid blaming anyone for conflict. Blame is inherently violent. It attacks dignity and
empowerment. It encourages people to feel guilty, defensive, and alienated. The group
will lose its ability to resolve conflict. People will hide their true feelings to avoid being
blamed for the conflict.

Avoidance of conflicting ideas impedes resolution for failure to explore and develop the
feelings that gave rise to the conflict. The presence of conflict can create an occasion for
growth. Learn to use it as a catalyst for discovering creative resolutions and for
developing a better understanding of each other. With patience, anyone can learn to
resolve conflict creatively without defensiveness or guilt. Groups can learn to nurture and
support their members in this effort by allowing creativity and experimentation. This
process necessitates that the group continually evaluate and improve these skills.

Commitment to the Group

In joining a group, one accepts a personal responsibility to behave with respect, good
will, and honesty. Each one is expected to recognize that the group's needs have a certain
priority over the desires of the individual. Many people participate in group work in a
very egocentric way. It is important to accept the shared responsibility for helping to find
solutions to other's concerns.

Active Participation

We all have an inalienable right to express our own best thoughts. We decide for ourselves
what is right and wrong. Since consensus is a process of synthesis, not competition, all
sincere comments are important and valuable. If ideas are put forth as the speaker's
property and individuals are strongly attached to their opinions, consensus will be
extremely difficult. Stubbornness, closed mindedness, and possessiveness lead to
defensive and argumentative behavior that disrupts the process. For active participation
to occur, it is necessary to promote trust by creating an atmosphere in which every
contribution is considered valuable. With encouragement, each person can develop
knowledge and experience, a sense of responsibility and competency and the ability to
participate.

Equal Access to Power

Because of personal differences (experience, assertiveness, social conditioning, access to
information, etc.) and political disparities, some people inevitably have more effective
power than others. To balance this inequity, everyone needs to consciously attempt to
creatively share power, skills, and information. Avoid hierarchical structures that allow
some individuals to assume undemocratic power over others. Egalitarian and accountable
structures promote universal access to power.

Patience

Consensus cannot be rushed. Often, it functions smoothly, producing effective, stable
results. Sometimes, when difficult situations arise, consensus requires more time to allow
for the creative interplay of ideas. During these times, patience is more advantageous
than tense, urgent, or aggressive behavior. Consensus is possible as long as each
individual acts patiently and respectfully.

7. IMPEDIMENTS TO CONSENSUS

Lack of Training

It is necessary to train people in the theory and practice of consensus. Until consensus is a
common form of decision making in our society, new members will need some way of
learning about the process. It is important to offer regular opportunities for training. If
learning about Formal Consensus is not made easily accessible, it will limit full
participation and create inequities which undermine this process. Also, training provides
opportunities for people to improve their skills, particularly facilitation skills, in a setting
where experimentation and role-plays can occur.

External Hierarchical Structures

It can be difficult for a group to reach consensus internally when it is part of a larger
group which does not recognize or participate in the consensus process. It can be
extremely frustrating if those external to the group can disrupt the decision making by
interfering with the process by pulling rank. Therefore, it is desirable for individuals and
groups to recognize that they can be autonomous in relation to external power if they are
willing to take responsibility for their actions.

Social Prejudice

Everyone has been exposed to biases, assumptions, and prejudices which interfere with
the spirit of cooperation and equal participation. All people are influenced by these
attitudes, even though they may deplore them. People are not generally encouraged to
confront these prejudices in themselves or others. Members of a group often reflect social
biases without realizing or attempting to confront and change them. If the group views a
prejudicial attitude as just one individual's problem, then the group will not address the
underlying social attitudes which create such problems. It is appropriate to expose,
confront, acknowledge, and attempt to resolve socially prejudicial attitudes, but only in
the spirit of mutual respect and trust. Members are responsible for acknowledging when
their attitudes are influenced by disruptive social training and for changing them. When a
supportive atmosphere for recognizing and changing undesirable attitudes exists, the
group as a whole benefits.

On Degrees of Conflict

Consensus is a process of nonviolent conflict resolution. The expression of concerns and
conflicting ideas is considered desirable and important. When a group creates an
atmosphere which nurtures and supports disagreement without hostility and fear, it
builds a foundation for stronger, more creative decisions.

Each individual is responsible for expressing one's own concerns. It is best if each concern
is expressed as if it will be resolved. The group then responds by trying to resolve the
concern through group discussion. If the concern remains unresolved after a full and
open discussion, then the facilitator asks how the concern is based upon the foundation
of the group. If it is, then the group accepts that the proposal is blocked.

>From this perspective, it is not decided by the individual alone if a particular concern is
blocking consensus; it is determined in cooperation with the whole group. The group
determines a concern's legitimacy. A concern is legitimate if it is based upon the
principles of the group and therefore relevant to the group as a whole. If the concern is
determined to be unprincipled or not of consequence, the group can decide the concern
is inappropriate and drop it from discussion. If a reasonable solution offered is not
accepted by the individual, the group may decide the concern has been resolved and the
individual is out of order for failure to recognize it.

Herein lies a subtle pitfall. For consensus to work well, it is helpful for individuals to
recognize the group's involvement in determining which concerns are able to be resolved,
which need more attention, and, ultimately, which are blocking consensus. The pitfall is
failure to accept the limit on an individual's power to determine which concerns are
principled or based upon the foundation of the group and which ones are resolved. After
discussion, if the concern is valid and unresolved, it again falls upon the individual to
choose whether to stand aside or block consensus.

The individual is responsible for expressing concerns; the group is responsible for
resolving them. The group decides whether a concern is legitimate; the individual decides
whether to block or stand aside.

All concerns are important and need to be resolved. It is not appropriate for a person to
come to a meeting planning to block a proposal or, during discussion, to express their
concerns as major objections or blocking concerns.

When a person does not agree with the proposal, the group allows that person to try and
persuade it to see the wisdom of the disagreement. If the group is not persuaded or the
disagreement cannot be resolved, the person might choose to stand aside and allow the
group to go forward. The person and the group are agreeing to disagree, regarding each
point of view with mutual respect. Occasionally, it is a concern which has no resolution;
the person does not feel the need to block the decision, but wants to express the concern
and lack of support for the proposal.

A blocking concern must be based on a generally recognized principle, not personal
preference, or it must be essential to the entire group's well-being. Before a concern is
considered to be blocking, the group must have already accepted the validity of the
concern and a reasonable attempt must have been made to resolve it. If legitimate
concerns remain unresolved and the person has not agreed to stand aside, consensus is
blocked.

All information from Consensus Network¹s online version of the handbook On Conflict and
Consensus by Butler and Rothstein. www.consensus.net

7. FLOWCHART ON FORMAL CONSENSUS

source: www.consensus.net/flowchart.html

[end of IMC Structure and Governance Appendix

adopted by consensus of the IMC collective, March 2002]