Working Together to Improve Meetings

Creating Effective Meetings – Results of a group exploration of how to make better meetings. This chart was developed years ago by a group of colleagues working on the question of how to become more conscious of the dynamics of their meetings. The process of discussing these aspects of meetings and identifying some agreements helped the group work in a more healthy way. Here is the chart they developed. - MS

View the chart here: Working Together to Improve Meetings

The Art of Planning and Preparing for Meetings

The Art of Planning and Preparing for Meetings

There are three kinds of meetings – social encounters, meetings to study and learn something, and meetings where people come together to accomplish a task. Each of these kinds of meetings has its own character, but some of the dynamics of each are present in every meeting. Meetings are an essential part of our life in organizations and especially important in the practice of collaboration.

At the end of a meeting we know how successful the meeting was by how we feel. Meetings that flow well, where there are healthy interactions and in which we touch on something important tend to leave us more energized than when we started the meeting. Meetings that are poorly planned, are not well facilitated and where something important isn’t touched on tend to leave us feeling exhausted or frustrated.

While spontaneous meetings can be exhilarating, meetings that are consciously and artfully planned and executed have the possibility of leaving us much more empowered and strengthened. The keys, therefore, to creating more empowering meetings lie in how we go about planning, facilitating and following up. In this newsletter, we explore the art of how to plan and prepare for meetings.

An agenda can be a powerful tool. When the purpose, the process, the content, the flow and the possible outcomes are well thought out beforehand, it is more likely that the meeting will be effective and empowering. Groups waste inordinate amounts of time and energy in underprepared meetings. Does everyone know what the meeting is about, what is going to happen, what is expected of them and what it is hoped the group will accomplish? Are the people leading sections of the meeting prepared? Have materials that participants need to read ahead of time been sent out in time for them to be read?

The three articles in this newsletter and a number of the related resources explore more in depth the dynamics of healthy meetings and the preparation of effective agendas.

This month, we have chosen accompanying images of hands involved in creating baskets - weaving things together to create a useful and beautiful space much like creating an agenda.

The Art of Creating an Agenda is an article that outlines some key elements to consider in planning a meeting.

In the article Working Together from his book Paths to Partnership, Chris Schafer illuminates the dynamics of a meeting, the importance of the various roles in the meeting, and ways that groups can reflect on their meeting practice regularly – all are valuable to continually improving meetings.

In the article Making Space for Spirit, Holly Koteen sheds light on ways that leaders can create space in meetings to allow for the highest in each person and in the group to shine through.

 

The Artistic Meeting: Creating Space for Spirit

The Artistic Meeting:  Creating Space for Spirit

When Rudolf Steiner brought together the individuals who would become the teachers of the first Waldorf School, he asked them to work in a new way, not only with the children, but also with one another.  He asked them to work together in such as way as to invite the interest and guidance of spiritual beings into their endeavor.

The challenge of creating and maintaining a connection with the spiritual world, as difficult as it was then, may be even more intense in the present time.  Materialism has grown considerably stronger in the 21st century, and with it has come an increasing need to bring a balancing, healing, and renewing element to daily life.

The Waldorf classroom is a place where this renewing spiritual element can be found.  It arises from the children themselves and from how we work with them.  It can also be found in the meeting life of the school, in how the teachers and other adults work together.  There are many resources available today on conducting effective meetings in the workplace.  This article will focus on how we can create a space for spirit in meetings, and how this endeavor can support us in our individual development, in our encounters with colleagues, and in strengthening our groups and communities.

Meetings as artistic activity will be a second focus.  Understanding meetings as an art form and using an artistic approach in planning and carrying out a meeting will more likely allow participants to be refreshed and inspired at the meeting’s conclusion.  While including an artistic activity in the agenda can be helpful, it is more critical that the meeting itself be artistic and display the wholeness, drama, and dynamics of any other artistic creation.  Artistic activity can often be a doorway to the recognition of spiritual archetypes and the building of spiritual understanding.   A meeting that is conducted as a form of art greatly enhances this possibility for the participants.

Meetings as Spiritual Practice

Waking up in the Other

Near the end of his life, after the burning of the first Goetheanum and during a period of upheaval within the Anthroposophical Society, Rudolf Steiner began to speak urgently about the need to build communities based on a shared spiritual purpose that extends beyond our cultural or hereditary ties.  He described physical waking as a response to the stimuli of the natural world in our surroundings.  Our waking up at a higher level happens when we encounter the soul-spirit of other human beings.  He went so far as to say:

We are also unable to understand the spiritual world, no matter how many beautiful ideas we may have garnered from anthroposophy or how much we may have grasped theoretically about such matters as etheric and astral bodies.  We begin to develop an understanding for the spiritual world only when we wake up in the encounter with the soul-spiritual in our fellowmen. 1

On other occasions, Steiner also spoke about a need in our age (the 5th Post-Atlantean epoch) that can only be fulfilled in groups.  He referred specifically to the spirit of brother/sisterhood hovering above us in the realm of the higher hierarchies, which needs to be consciously cultivated so that it can flow into human souls in the future. These statements constitute a strong call for us to create opportunities for more, rather than fewer, encounters with our colleagues, despite the inevitable challenges with which we are all familiar. 

The Reverse Ritual

In considering meetings as spiritual practice, it may be helpful to recall our understanding from anthroposophy that at a certain point in the course of the evolution of the cosmos and humanity, the higher creative beings drew back from the sphere of the earth.  This withdrawal was necessary in order for human beings to develop in freedom.  As a result, the physical earth is in the process of dying.  The human being, having been given freedom and the possibility of spiritual consciousness, has become an increasingly decisive factor in the future of the earth.

One of our tasks is to help re-enliven the earth. We do that with the substance of our human thinking—not our ordinary thoughts and reflections, but spiritual thoughts arising from creative Imaginations, Inspirations, and Intuitions.  These creative thoughts represented for Steiner a new spiritual form of communion for humanity.  He gave many indications for how both individuals and groups could work with creative, enlivening thoughts for their own benefit and for humanity as a whole.

It was Steiner’s deep conviction that the appropriate form for community-building in our time is what he called the reverse ritual.  He distinguished this ritual from a traditional religious ritual in which a mediator is charged with drawing the spiritual hierarchies down to a particular place.  “The anthroposophical community seeks to lift up the human souls into supersensible worlds so that they may enter into the company of angels.” 2

“We must do more than talk about spiritual beings; we must look for opportunities nearest at hand to enter their company.  The work of an anthroposophical group does not consist in a number of people merely discussing anthroposophical ideas.  Its members should feel so linked with one another that human soul wakes up in the encounter with human soul and all are lifted up into the spiritual world, into the company of spiritual beings, though it need not be a question of beholding them.  We do not have to see them to have this experience.” 3

The “College Imagination” or the “Teacher’s Imagination” that Steiner gave to the first group of teachers is an example of such a reverse ritual, in which a group working with a common meditative picture creates the possibility of connecting with specific spiritual beings and bringing back creative impulses for their earthly work. 4

If Waldorf teachers wish to work with these ideas and with the example of the “Teacher’s Imagination,” how can we form and conduct faculty and college meetings in this light?  How can our meeting life be spiritually sustaining for individuals and build a vital sense of community in our schools?

Space for Spirit

We know what it feels like to have participated in a successful meeting. We are enlivened at the meeting’s end.  We also know that what occurred could not have been achieved by any individual member of the group.  These are indicators of spirit presence.  It is possible to learn how to create such meetings—meetings that lift us out of our ordinary awareness and allow us the possibility of working more consciously with the spiritual world.  We can create more space for spirit in our meeting life in the following ways.

I. Imbue the meeting place with a sense of conscious care.  It is often the case that certain individuals have a natural feeling for the need to prepare the room where a meeting will occur.  When we prepare a space with care we are working with the elementals, spiritual beings which, according to Rudolf Steiner, are detachments from the higher hierarchies, sacrificing themselves for the creation of the material world. They have a great deal to do with the physical setting, and also with our individual physical well-being, our thinking, feeling, and willing, and our communication.

In my own experience, how the room is prepared can have as significant an effect on a meeting as it does on what happens in our classrooms when we make sure that they are clean, orderly, and beautiful. Imagine how the arrangement of the furniture could enhance the quality of the group’s interaction.  Consider the effect of having as a centerpiece a seasonal bouquet gathered by a member of the group, rather than one that was purchased at the florist shop. It is especially helpful if all members of a faculty take a turn at preparing the setting, so that more members of the group carry the importance of this aspect of the meeting.

II. Create a threshold mood.   Meetings that begin with a moment of silence and a mood of reverence allow participants to be aware of stepping across a kind of threshold, out of our everyday consciousness into a heightened sense of presence.   An explicit acknowledgment of our spiritual helpers, the spirit of the school, and those persons who have been connected to our institution and are now in the spiritual world, can also shift the group’s awareness. A conscious effort to begin on time helps create the sense of going through a doorway together.  A verse can also represent a threshold and when brought in the right mood, offer a kind of protective sheath for whatever may happen in the meeting.

  1. Re-establish the sense of the group.  This activity has two parts. The first is the recognition of individuals and the second is an affirmation of the purpose of the group. A key to the first part is the interest that we take in one another.  Listening to colleagues share something out of their lives or an aspect of their work with students can wake us up to one another in a potent way.  The sharing can be brief and, in the case of a large faculty, may involve only a portion of the group each week. Sharing can also be connected to the season; for example at Michaelmas, the focus could be, “What in your life is requiring a fresh burst of courage and will?”

This part of the meeting can deepen our understanding of our colleagues and build the level of trust that we need to work together on spiritual matters.  Movement or artistic activity can also serve to strengthen the group’s capacity to work together on issues that require sensitivity to one another.  At this stage of the meeting the “I” of each individual is acknowledged as he or she steps into the work with the group, or the “We.”

The second part of establishing the sense of the group is an affirmation of the group’s purpose or task.  A verse or reading can be helpful, but must be relevant and alive for the group.  For some groups, it may be important to choose a new opening for each year or to work with festival themes in order to strengthen the sense of community and purpose at this stage of the meeting.  For other groups, choosing to work consciously with the same verse for many years may actually bring them to an ever-deepening understanding of its meaning and effect.  While study is often used to bring a group to a common focus, this is successful only if everyone is actively engaged.

IV. Practice conscious listening and speaking.   We know that listening perceptively to another person requires letting go of our sympathies and antipathies and our own preconceived ideas; in fact, we must momentarily let go of our own I to experience the “I” of the other as they speak.  Marjorie Spock wrote most poetically about the effects of perceptive listening.

First, there is what it does to the soul of the listener.  A miracle of self-overcoming takes place within him whenever he really lends an ear to others.  If he is to understand the person speaking, he must draw his attention from his own concerns and make a present of it to a listener; he clears his inner scene like one who for a time gives up his home for others’ use while himself remaining only in the role of servant.  Listeners quite literally entertain a speaker’s thought.” Not I, but the Christ in me” is made real in every such act of genuine listening.

Second, there is what happens to the speaker when he is fortunate to be listened to perceptively.  Another kind of miracle takes place in him, perhaps best described as a springtime burgeoning.  Before his idea was expressed to a listener, it lived in his soul as potential only; it resembles a seed force lying fallow in the winter earth.  To be listened to with real interest acts upon this seed like sun and warmth and rain and other cosmic elements that provide growth-impetus; the soul ground in which the idea is embedded comes magically alive.  Under such benign influence, thoughts grow full cycle and fulfill their promise.  Moreover they confer fertility upon the ground through the simple fact of having lived there.  Further ideas will be the more readily received into such a soil and spring more vigorously for its life-attunement.  And the soul that harbors them begins to be the creative force in evolution for which it was intended by the gods. 5

Brief spaces of silence can also allow thoughts and insights to ripen and fall into the conversation. Can we provide for the seed thoughts of our colleagues, out of our own souls, what the sun and rain provide for the sprouting plant?  It is a rare group that does not need to recommit regularly to practicing this kind of listening and speaking.

V.  Work with imaginative pictures over time.  Imagination is a language that can bear fruit in the spiritual world.  Translating the group’s questions and issues into stories and pictures can enhance the group’s meditative work during the meeting or individual work during the course of the week.  Look for an archetype, myth or fairy tale that can reveal new aspects of the matter under consideration.  Taking time over two or three meetings to explore major questions invites the possibility of richer insights to come forth.  Colleagues will want to hold back from building support for one or another course of action and to be open to new information as it emerges during this phase.  Having worked successfully with imaginative pictures in the child study process can help colleagues trust their use in other situations as well.

VI. Share responsibility.   Individuals who are able to carry the consciousness for a group have certain capacities that are usually recognized by the other members of the group.  Not everyone has these in the same measure, but it is important to recognize talents among colleagues and give one another opportunities and support to develop latent capacities.  Different individuals can lead various parts of a meeting.  A group of two or three people can plan the agenda.  Incorporate means of regular feedback and review for those taking responsibility in the yearly schedule.

 

It is clear that a group is healthiest when individuals are continuing to grow and develop.  Even the most competent facilitator needs to step back or work with a new colleague in order to gain fresh perspective.  Rotating leadership and having several individuals carrying one or another aspect of the meeting facilitation makes it more likely that all members will feel involved. All members are responsible to bring to the group the results of their individual meditative life.  Spiritual leadership requires learning how to create the conditions for meaningful conversations and then helping the group follow up on what arises out of those conversations.

VII. Let the meeting breathe.  In our work in the classroom we need to prepare carefully and also be ready to respond to what comes from our students.  A meeting that has a compelling wholeness and feeling of flow is probably the result of a well-crafted agenda along with some adjustments made during the meeting to an emerging sense of clarity and direction. Having prior agreements about how to deal with new information or agenda changes is helpful.  A rhythmic relation to time in a meeting creates more of an opening for spiritual insights than either an overstuffed agenda or a formless one.

There are a number of simple possibilities for making a meeting more rhythmic.  For example, honor the times on the agenda, but not so rigidly that people feel cut off or topics are truncated.  Vary the conversation from full-group sharing to small-group work and individual reports.  Create a balance between pedagogical and other topics, looking back and looking ahead, exploring new questions and making decisions.  When the group is not moving physically, make sure there is plenty of inner movement.  Remember to invite the spirit of Play and the spirit of Humor into the meeting.

VIII. Expect to be surprised.  There is nothing more uninviting than a completely predictable meeting.  On the other hand, a meeting in which the group is pulled this way and that by personal agendas is equally frustrating.  We must stay awake to the influences of Ahriman (too much form) and Lucifer (too much impulse) as they work in individuals and in our groups.

In order to stay the course in the creative spiritual stream, we need to ask real questions; practice positivity and open-mindedness; be comfortable with not knowing; and expect answers and solutions to come from unexpected places.

IX. Review. During meeting review, we give ourselves feedback on what went well and what could have been better, so that we can improve our work together.  Review serves another important purpose as well.  Just as our nightly review is a conversation starter for the work with our own angel during sleep, our meeting review serves as a seed for the continuing conversation with the spiritual world between meetings.

Running late in a meeting is sometimes the reason that groups neglect review, but review can often capture essential aspects of a meeting in a brief and economical way.  In this regard, poetry is more useful than prose.  Brief characterizations, even one-word or one-image offerings, can illuminate hidden gems.  Hearing individual voices during the review can be a supportive bookend to the work, like the personal sharing at the beginning of a meeting.

Review is not a rehashing of any part of the meeting.  It should bring to light aspects of content, processes, and interactions that can benefit from greater awareness on the part of individuals and the group.  A perceptive facilitator will vary the means of review and offer questions to elicit information that might not otherwise be brought to light.  “Where did we experience gratitude in the meeting?”  “Were there any moments of unresolved tension?” “What did we do that might be of interest to our spiritual helpers?” Review in the form of an earnest question is the best kind of invitation to spirit beings.

X.  Prepare and follow up.  If we recognize our meetings as a kind of ritual, then the preparation and the follow-up are as important as the meeting itself.  Preparation requires more than a quick glance at a copy of the agenda.  When individuals come to a meeting having thought about the issues and their colleagues the night before, the spiritual ground has already been tilled.

How we carry the questions as well as the tasks from one meeting to the next can make a difference in whether the seeds sowed will sprout healthily in the coming weeks.  How each individual carries the group in between meetings will also make a difference.  Working rhythmically with time has both a physical and a spiritual aspect. When we consciously release ideas that have arisen in the group into the spiritual world, it is possible that they will return in a more complete or archetypal form.

These are some of the realities that we may wish to take into consideration as we build a vessel for the spiritual aspect of our work, just as we pay attention to earthly realities in constructing a physical home for our schools. 

Meetings as Art

The Artistic Process

The arts, according to Rudolf Steiner, were experienced in earlier civilizations as more integral to life than is the case today.  Artistic creativity, he said, was experienced as a transcendent spiritual activity, flowing out of the “spirit-attuned state” in which the human being lived in those times.  Only since the rise of materialism has the status of art changed from necessity to luxury.

Rudolf Steiner also observed that in our era a longing for the arts comes out of the recognition of the limits of abstract thinking.  Ideas alone are not able to illuminate the world in its full richness; they can only point the way to a deeper reality. Artistic feeling, Steiner said, arises when we sense the presence of something mysterious, such as certain secrets of nature, which can only be revealed through our feeling. Knowing is a matter for the heart as well as the head.  To discover a whole, living reality, we need to create, to practice art.  He saw the fructification of the arts in our time as an important task for anthroposophy, and he took up various artistic projects himself during the latter part of his life.

The present-day artist engaged in the creative process moves back and forth between sense perceptions and intuitive visions—awake, but in a somewhat dreamlike feeling state.  Steiner described the subtle changes that occur in a person engaged in aesthetic activity (regardless of whether the person is creating or enjoying an artistic creation) such that the sense organs are re-enlivened and the bodily life processes are lifted to soul-like processes.

In artistic activity we use our heightened sense of feeling rather than our everyday sympathies and antipathies. The artist, consciously or unconsciously, approaches the threshold between the sensible and supersensible worlds and brings something back from the supersensible world into the world of the senses.  The resulting creation is a specifically-experienced reality lifted into a universal expression.

As Waldorf teachers we understand the importance of the arts and our own creativity in the work with our students.  Can we also imagine applying a consciously artistic approach and a heightened sense of feeling to our work with our colleagues in our meetings?

Social Art

In the series of lectures Art in the Light of Mystery Wisdom, Steiner connected each of the arts with the various members of the human being.  The laws of the physical body, he said, are expressed in architecture, the etheric in sculpture, the astral in painting, and the ego in music.  The still developing spirit self he connected to poetry and the life spirit to eurythmy.  The highest art, according to Steiner, is social art.

The first three arts—architecture, sculpture, and painting (including drawing)—are the spatial arts. These are derived out of formative processes and past evolutionary cycles.  They are connected to sculptural forces working out of the past and, in the context of education, help children come into their bodily constitution.

In contrast, the time arts—music, speech and poetry, and eurythmy—are connected to impulses coming out of the future.  As Waldorf teachers we work out of our higher bodies and what Steiner called our musical forces in order to guide our students properly into their present life.  Social art also belongs to this group of time arts, but is younger, less tangible, and even less developed than eurythmy.  How can we study and practice this least tangible of arts?

My own experience is that working in any of the other arts can serve as a basic “instruction manual” for social art.  Being grounded in an artistic practice makes it easier to apply the principles of creative activity to any aspect of life, including social situations.

As an early childhood teacher, when I had a particularly satisfying day in the kindergarten, I felt as if the children and I had spent the whole morning moving to an exquisite piece of music.  When I was responsible for meetings, I began to plan agendas as if I were composing or painting and, during the meeting, I tried to pay attention to compositional elements like repetition, variation, contrast, harmony, balance, focus, surprise, and reprise.

In addition to the writings of Rudolf Steiner, we can also learn about social art in certain traditional texts where the renewing or healing spiritual element is represented symbolically:  the “water of life” from the world of fairy tales, the Grail in the legend of Parsifal, the philosopher’s stone of the alchemists, and conversation in Goethe’s tale, “The Green Snake and the Beautiful Lily.”

In North America we owe a great debt to Marjorie Spock, who brought Steiner’s concern for community-building to us.  She translated the Awakening to Community lectures into English and wrote two little pamphlets, titled “Group Moral Artistry,” that are a continuing inspiration for many people.  Goethean conversation was the term she used to characterize the process by which a group could invite truth into their midst like a guest.  She began with Goethe’s framing of conversation as the art of arts and described Goethean conversation as a form of the reverse ritual and an appropriate means of practicing social artistry. 

Artistic Meetings

Our artistic sensibilities and an artistic approach to our work in a meeting can enhance the possibility of lifting ourselves into the company of angels, if only briefly.  Meetings can be artistic in a number of ways.

A meeting can be artistic because we consciously include an artistic activity in the agenda and allow what flows out of that activity to enhance the rest of our work together.  It can also be artistic in the way we use imaginative pictures to enrich our conversations or moments of silence to invite creative inspirations.  When the meeting itself is seen as an artistic process, the facilitator and the group will be more likely to strive for a palpable sense of aliveness and wholeness.  Finally, if we take our work in the social art seriously, whatever we are able to achieve in the special situation of our meetings has the potential to strengthen our relationships overall and may even have a healing effect on other relationships in the community.

Conscious Conversation—An Invitation

We swim in a sea of spirit.  Our matter-bound everyday consciousness, however, easily forgets the reality of spirit living in and everywhere around us.  In this age of Michael especially, we have to wake up in those places where we are sleepily swept along with the materialistic tides of existence.  It is not easy to push aside pressing everyday concerns again and again to make space for encounters with spirit in one another and with spirit beings on the other side of the threshold.

As Waldorf teachers, this is a task that we have taken on, not only for the sake of our students, but also because the conversation with the spirit is the source of our own strength, inspiration, and creativity.  In our meeting life and through an artistic practice of conscious conversation, we have an incredible opportunity to enter as a group into the realm of spirit-sensing.  Our own work as individuals, as well as the whole Waldorf movement, needs this renewing spiritual force as it continues to grow and proliferate in far-flung corners of the world.

Holly Koteen-Soule

Notes

1 Rudolf Steiner, Awakening to Community, p. 97

2 Ibid, p.157

3 Ibid, p.157

4 For a description of the Imagination, see The Foundations of Human Experience,   p.45-48

5 Marjorie Spock, Reflections on Community Building, p. 18

Bibliography

Friedrich Benesch and Rudolf Steiner, Reverse Ritual; Anthroposophic Press 2001

Michael Howard, Art as Spiritual Activity; Anthroposophic Press 1998

Marjorie Spock, Group Moral Artistry I, Reflections on Community Building;

St George Publications 1983

Marjorie Spock, Group Moral Artistry II, Goethean Conversation; St George Press 1983

Margreet van den Brink, More Precious than Light; Hawthorn Press 1994

Rudolf Steiner, The Arts and their Mission; Anthroposophic Press 1964

Rudolf Steiner, Art as seen in the Light of Mystery Wisdom; Rudolf Steiner Press 1984

Rudolf Steiner, Awakening to Community; Anthroposophic Press 1974

Heinz Zimmermann, Speaking, Listening, Understanding; Lindisfarne Press 1996

 

More Resources for Creating Effective Meetings

Other Resources

Creating Effective Agendas is an article offered by the Ministry of Agriculture, Food and Urban Affairs in Ontario, Canada that is a helpful tool covering all the essentials of good meeting planning.

Tips for Creating Board Agendas is an article specifically focused on some issues that face only boards, including the difference between policy and operations issues.

Working Together as a Group to Improve your Meetings is a chart of insights and helpful tips developed by a group of colleagues years ago when they decided to try to improve their meetings.

The Stanford Facilitation Guide

A SHORT GUIDE TO CONSENSUS BUILDING, the Public Disputes Program, Harvard

This article on consensus offers a brief look at some aspects of consensus decision making, definitions of the difference between consensus, facilitation, and mediation, and a look at whats wrong with Robert’s rules of order. -ed

 

A SHORT GUIDE TO CONSENSUS BUILDING
by The Public Diputes Program. Part of the Inter-university
Program on Negotiation at Harvard Law School

An Alternative to Robert's Rules of Order for Groups, Organizations and Ad Hoc Assemblies that Want to Operate By Consensus

Let's compare what this Short Guide has to say with what Robert's Rules of Order requires. Assume that a few dozen people have gotten together, on their own, at a community center because they are upset with a new policy or program recently announced by their local officials. After several impassioned speeches, someone suggests that the group appoint a moderator to "keep order" and ensure that the conversation proceeds effectively. Someone else wants to know how the group will decide what to recommend after they are done debating. "Will they vote?" this person wants to know. At this point, everyone turns to Joe, who has had experience as a moderator. Joe moves to the front of the room and explains that he will follow Robert's Rules of Order. From that moment on, the conversation takes on a very formal tone. Instead of just saying what's on their mind, everyone is forced to frame suggestions in the cumbersome form of "motions." These have to be "seconded." Efforts to "move the question" are proceeded by an explanation from Joe about what is and isn't an acceptable way of doing this. Proposals to "table" various items are considered, even though everyone hasn't had a chance to speak. Ultimately, all-or-nothing votes are the only way the group seems able to make a decision.

As the hour passes, fewer and fewer of those in attendance feel capable of expressing their views. They don't know the rules, and they are intimidated. Every once in a while, someone makes an effort to re-state the problem or make a suggestion, but they are shouted down. ("You're not following Robert's Rules!") No one takes responsibility for ensuring that the concerns of everyone in the room are met, especially the needs of those individuals who are least able to present their views effectively. After an hour or so, many people have left. A final proposal is approved by a vote of 55 percent to 45 percent of those remaining.

If the group had followed the procedures spelled out in this Short Guide to Consensus Building, the meeting would have been run differently and the result would probably have been a lot more to everyone's liking. The person at the front of the room would have been a trained facilitator -- a person with mediation skills -- not a moderator with specialized knowledge about how motions should be made or votes should be taken. His or her job would have been to get agreement at the outset on how the group wanted to proceed. Then, the facilitator or mediator would have focused on producing an agreement that could meet the underlying concerns of everyone in the room. No motions, no arcane rituals, no vote at the end. Instead, the facilitator would have pushed the group to brainstorm (e.g. " Can anyone propose a way of proceeding that meets all the interests we have heard expressed thus far?" ) After as thorough consideration of options as time permitted, the facilitator would ask: "Is there anyone who can't live with the last version of what has been proposed?" "If so, what improvement or modification can you suggest that will make it more acceptable to you, while continuing to meet the interests of everyone else with a stake in the issue?"

What's Wrong With Robert's Rules?

Robert's Rules of Order was first published in 1870. It was based on the rules and practices of Congress, and presumed that parliamentary procedures (and majority rule) offered the most appropriate model for any and all groups. The author presumed that the Rules of Order would "assist an assembly in accomplishing the work for which it was designed" by "restraining the individual" so that the interests of the group could be met. [Cite] In the more than 125 years since Robert's Rules was first published, many other approaches to group work and organizational activity have emerged. The goal of this Guide and the full Handbook is to codify the "best possible advice" to groups and organizations that prefer to operate with broad support, by consensus, rather than simply by majority rule. When we say consensus, we do not mean unanimity (although seeking unanimity is often a good idea). We believe that something greater than a bare majority achieved through voting is almost always more desirable than majority rule. Moreover, the formalism of parliamentary procedure is particularly unsatisfying and often counterproductive, getting in the way of common sense solutions. It relies on insider knowledge of the rules of the game. It does not tap the full range of facilitative skills of group leaders. And, it typically leaves many stakeholders (often something just short of a majority) angry and disappointed, with little or nothing to show for their efforts.

Even with these weaknesses, many social groups and organizations, especially in community settings, adhere to Robert's Rules (by referencing them in their by-laws or articles of incorporation) because they have no other option. The Short Guide to Consensus Building (and the Handbook on which it is based) offers an alternative that builds on several decades of experience with effective consensus building techniques and strategies. No longer must groups and organizations settle for Robert's Rules of Order or parliamentary procedure when they would be better off with an alternative that puts the emphasis on cooperation and consensus.

Definitions

In order to explain what has been learned about consensus building over the past several decades, certain terms are important. Indeed, they are central to the presentation in this Short Guide. They are not part of everyday language and, thus, require some explanation. The key terms we will define are consensus, facilitation, mediation, recording, convening, conflict assessment, single text procedure, creating and claiming value, maximizing joint gains, and circles of stakeholder involvement. These definitions have been developed over the past two decades. There is still not complete agreement among dispute resolution professionals about how they should be defined; so, where important disagreements remain, we will point them out.

Here are the most important definitions:

Consensus (which does not mean unanimity)

Consensus means overwhelming agreement. And, it is important that consensus be the product of a good-faith effort to meet the interests of all stakeholders. The key indicator of whether or not a consensus has been reached is that everyone agrees they can live with the final proposal; that is, after every effort has been made to meet any outstanding interests. Thus, consensus requires that someone frame a proposal after listening carefully to everyone's interests. Interests, by the way, are not the same as positions or demands. Demands and positions are what people say they must have, but interests are the underlying needs or reasons that explain why they take the positions that they do. Most consensus building efforts set out to achieve unanimity. Along the way, however, it often becomes clear that there are holdouts -- people who believe that their interests will be better served by remaining outside the emerging agreement. Should the rest of the group throw in the towel? No, this would invite blackmail (i.e. outrageous demands that have nothing to do with the issues under discussion). Most dispute resolution professionals believe that groups or assemblies should seek unanimity, but settle for overwhelming agreement that goes as far as possible toward meeting the interests of all stakeholders. It is absolutely crucial that this definition of success be clear at the outset.

Facilitation (a way of helping groups work together in meetings)

Facilitation is a management skill. When people are face-to-face, they need to talk and to listen. When there are several people involved, especially if they don't know each other or they disagree sharply, getting the talking, listening, deciding sequence right is hard. Often, it is helpful to have someone who has no stake in the outcome assist in managing the conversation. Of course, a skilled group member can, with the concurrence of the participants, play this role, too. As the parties try to collect information, formulate proposals, defend their views, and take account of what others are saying, a facilitator reminds them of the ground rules they have adopted and, much like a referee, intervenes when someone violates the ground rules. The facilitator is supposed to be nonpartisan or neutral.

There is some disagreement in various professional circles about the extent to which an effective facilitator needs to be someone from outside the group. Certainly in a corporate context, work teams have traditionally relied on the person "in charge" to play a facilitative role. The concept of facilitative leadership is growing in popularity. Even work teams in the private sector, however, are turning more and more to skilled outsiders to provide facilitation services. In the final analysis, there is reason to believe that a stakeholder might use facilitative authority to advance his or her own interests at the expense of the others.

Mediation (a way of helping parties deal with strong disagreement)

While facilitators do most of their work "at the table" when the parties are face-to-face, mediators are often called upon to work with the parties before, during, and after their face-to-face meetings. While all mediators are skilled facilitators; not all facilitators have been trained to mediate. The classic image of the mediator comes from the labor relations field when the outside "neutral" shuttles back-and-forth between labor and management, each of which has retreated to a separate room as the strike deadline looms. These days, mediators work in an extraordinarily wide range of conflict situations. Mediation is both a role and a group management skill. A group leader may have mediation skills and may be able to broker agreement by putting those skills to use. But, again, when the search for innovative solutions rests in the hands of one of the parties, it is often hard for the others to believe that the leader/mediator isn't trying to advance his or her own interests at their expense.

The big debate in professional circles is whether any mediator really can (or should) be neutral. The referee in a sporting match must be nonpartisan; he or she can't secretly be working for one team. The referee tries to uphold the rules of the game to which everyone has agreed. This is what is commonly meant by neutrality -- nonpartisanship. However, some people have argued that a mediator should not be indifferent to blatant unfairness. They believe that the mediator should not turn a blind eye to potentially unfair or unimplementable agreements, even if the "rules of the game" have not been violated. Yet, if a mediator intervenes on behalf of a party that may be about to "give away the store," why should the others accept that mediator's help? The answer probably depends on the level of confidence the parties have in the mediator and the terms of the mediator's contract with the group.

Before the parties in a consensus building process come together, mediators (or facilitators) can play an important part in helping to identify the right participants, assist them in setting an agenda and clarifying the ground rules by which they will operate, and even in "selling" recalcitrant parties on the value to them of participating. Once the process has begun, mediators (and facilitators) try to assist the parties in their efforts to generate a creative resolution of differences. During these discussions or negotiations, a mediator may accompany a representative back to a meeting with his or her constituents to explain what has been happening. The mediator might serve as a spokesperson for the process if the media are following the story. A mediator might (with the parties' concurrence) push them to accept an accord (because they need someone to blame for forcing them to back-off the unreasonable demands they made at the outset). Finally, the mediator may be called upon to monitor implementation of an agreement and re-assemble the parties to review progress or deal with perceived violations or a failure to live up to commitments.

"Facilitation" and "mediation" are often used interchangeably. We think the key distinction is that facilitators work mostly with parties once they are "at the table" while mediators do that as well as handle the pre-negotiation and post-negotiation tasks described above. Some professionals have both sets of skills, many do not. Neither form of consensus build assistance requires stakeholders to give up their authority or their power to decide what is best for them.

Consensus – Simple Steps Handout

 

A Checklist for the Consensus Process
Edited by Randy Schutt

 

This one page checklist outlines the various aspects of the consensus process and offers a list of tasks and responsibilities for the various roles in the process along with a listing of various tools for facilitation. –Lted

Get pdf here Consensus-Simple-Steps-Handout

Consensus Summary, Seeds of Change

 

Short Guide to Consensus Decision Making
Seeds of Change

 

This 8-page booklet is a very readable summary (with lots of charts and graphics) describing the consensus process. This, and its longer version below, would be helpful basic reading for any group. -Lted

Get pdf here   Consensus Brief Summary- Seeds of Change

Consensus Briefing, Seeds of Change

 

Consensus Decision Making
Seeds of Change

 

This 24-page booklet goes more into depth about the background tools and practice of consensus decision making. It is a very helpful study for anyone in a position leading a group through consensus decisions. It offers sound experienced advice for consensus leaders along with troubleshooting tips.–LTed

Get pdf here  Consensus Briefing- Seeds of Change

On Conflict and Consensus, by LT Butler and Amy Rothstein

On Conflict and Consensus: A handbook on Formal Consensus decision-making
CT Lawrence Butler and Amy Rothstein

This little booklet (63pp) is the one definitive guide to Consensus decision-making. It has chapters on conflict, decision-making, roles, evaluation, techniques, and a good intro chapter on the advantages of consensus. -LTed

 

See the document here        On Conflict and Consensus