Explicit Process Success comes from the careful, thoughtful and explicit 'design' of a coherent, overall process. It needs to consider achieving community development and capacity building gains. The process must also be transparent (i.e. its development , management and delivery should be clear to all. Independent facilitators may be helpful to enable a group focus on the issues with objectivity. Commitment to abide by outcomes There is little point in entering a process which aims to bring people closer and closer together around agreed principles, values, purposes and common objectives and solutions if one or other party retains some eventual veto over any results. Either you have agreed to build consensus or you haven't. Openness, honesty, trust Commitment is, however, an issue for all involved; it can only be secured if all parties are open and honest, and if the process builds trust through communication based on two-way listening and questioning. Inclusiveness Agreements require great care in establishing. As early as possible, the whole gamut of possible views about an issue or problem should be aired. This should involve all who have a direct and legitimate interest (key stakeholders) - not just the obvious friends, or even enemies. Shared responsibility for success Once the 'Consensus building' process is underway, it may be 'facilitated' but those involved are not passive actors waiting for the mythical 'someone else' to solve and decide things for them; everybody must take an active role in seeking progress. Common information base Conflicts often roll on simply because different groups and individuals argue from different bases of important issues and key information. A proper 'Consensus building' process pays attention to sharing information, seeking common agreements, and seeking further information which can take things forward. Mutual 'education' and exchange - building capacity If information, attitudes and values are in the open, and shared between all at all stages, there will inevitably be a shifting of perceptions and a development of personal and group knowledge and capacity. Paying attention to this can help to avoid conflicts on subsequent occasions and enable everybody to be (as it were) one step up the ladder at the start next time. Multiple options are identified In 'Consensus building' there is almost never one neat, simple solution. Though there are disadvantages when people come at things from different directions, this can bring into the room the advantage of diverse and innovative options and solutions - and a base for a more creative agreed solution. The 'Consensus building' process is designed to create multiple options and multiple solutions. Building common ground Although the most difficult problems require the most attention, it is important to seek out and build on those points of agreement and common ground that nearly always exist or can be developed quite quickly. Some may be minor but 'celebrating' small steps helps to create confidence and mutual trust, providing a platform from which to move onto tougher areas. The methods used are important and should be designed to naturally build consensus without debate, leaving the few contentious issues to be debated openly. Decisions made by consensus We still rely too heavily, in most procedures, on the ultimately debilitating system of majority votes, very often in situations where another approach would generate a different and more widely agreed decision. Working toward decisions which are supported by all greatly increases the chances that these decisions will be implemented successfully. Shared responsibility for outcomes and implementation Once a decision has been reached by consensus, those involved take on a responsibility to back the decision (and how it was reached) through any verification process, and then into the stages of implementation. |