Consensus: A Comprehensive Look at the Anarchist Decision-Making Process

As anarchists, we value individual autonomy, free association, and horizontal organization. We reject all hierarchies and systems of coercive power and domination. Consensus-Based decision making is a key component of anarchist organizing, as it allows for the collective empowerment of individuals and the creation of a fair and just society. In this article, we will take a comprehensive look at consensus-based decision making, including how it is adopted, used, and adapted.

What is Consensus?

According to the Oxford dictionary, consensus is "a general agreement." However, consensus is not unanimity, nor is it majority voting. Majority voting can be alienating and dominating, as it gives power to the majority over the minority. Consensus, on the other HAND, is based on the principle that every voice is worth hearing and every concern is justified. It rejects dualistic either/or choices and opens itself to infinite possibilities. Consensus is a process of finding creative solutions that are better than the original proposal. Ideas build one upon the next, generating new ideas until the best decision emerges.

The History of Consensus

Consensus-based decision making is not a new concept. It has been used by many human communities throughout history, including the Ancient Greeks and the Haudenosaunee Confederation of the Cayuga, Mohawk, Oneida, Onondaga, and Seneca. Consensus decision making was the norm, with "Show of hands" or "pick a side" decision making being much rarer. In face-to-face communities, it is much easier to figure out what most community members want to do rather than figure out how to change the minds of those who don't want to do it. Consensus decision making is typical in societies where there would be no way to compel a minority to agree with a majority decision.

How Does Consensus Work?

For consensus to work well, there needs to be a commitment to it, shared foundational principles, and a unity of purpose. Self-empowerment is essential, as every individual in the group should have a voice in the process. There needs to be some level of trust, which can only flourish when people can check themselves and be open to new ideas. There has to be respect as well: respect of cultural and personal differences and respect for emotional and logical concerns. Active participation and cooperation cannot thrive in an environment where an attitude of competition and domination reigns. Conflict should be embraced in a healthy manner, without guilt, defensiveness, or alienation. Patience is extremely important for the process of discussion, disagreement, consideration, and synthesis that consensus comprises.

The consensus process involves several levels. First, a person submits a proposal. The proposal is in its seed stage at this point and is expected to grow and change significantly by the end of the participatory process. Before diving into level one, people should ask any clarifying questions about the proposal. Then the group can launch into a general discussion about the proposal. From there, the facilitator can call for consensus. There are going to be many calls for consensus throughout the process. This is just the first one. It means asking, "Are there any concerns remaining?" This gives an opportunity for shyer members of the group to speak up. Only after all voices are heard can the facilitator go ahead and declare consensus and move on to the next step.

At level two, the scribe can start listing out the concerns that were raised in level one on a blackboard or whiteboard. At this stage, the group is not resolving or validating any concerns, just listing them. Phrasing is important when it comes to constructively raising concerns. Saying things like "I'm concerned because xyz" instead of saying something like "boo, this sucks" can be a lot more helpful. The facilitator's job through this process of concern identification is to interrupt any attempts to defend the proposal, resolve the concern, judge the concern, or dismiss anyone's feelings. Once it's all laid out, the group can begin to look for connections and Patterns between the concerns. Then the group can move on to level three.

At level three, the group can begin to resolve related concerns. Make sure to ask any clarifying questions about the concerns before attempting to resolve them, so that no one is approaching it with misconceptions and projections. There are different ways to resolve concerns, depending on the Type of concern. Some concerns can lead to mere modifications of the proposal, or lead to ideas even better than the original proposal. It's really a creative and collaborative process when it comes to resolving concerns. Sometimes, while addressing some concerns, other concerns may be raised and then those need to be resolved too. One by one, clear through and resolve the list of concerns, then call for consensus. Same process as last time. Silence doesn't imply consent. If consensus is reached, then the proposal gets through. If consensus isn't reached, discuss why, and if consensus can't be reached, there are options.

Roles in the Consensus Process

There are several roles in the consensus process that should be rotated fairly regularly. The facilitator keeps discussion on topic, summarizes key points, and ensures that everyone has a chance to voice their concerns. The timekeeper ensures that participants are aware of the passage of time. The peacekeeper facilitates conflict in line with the group's principles, providing positive feedback when the group operates well and defusing tensions if they start to spin out of control. The scribe publicly writes down points, concerns, and ideas during brainstorming processes. The notetaker works with the facilitator in order to keep note of discussions and decisions so that newcomers and latecomers can stay up to date with the group. The coordinator keeps track of what's happening, who's doing what, and what needs to be done.

Problems with Consensus

Consensus isn't without its problems. The Block, or veto, can be easy to underuse, overuse, or misuse. Some people find it difficult to stand up to group pressure and may be tempted to keep quiet to avoid conflict. The inverse can occur too, where people overuse blocking. Veto power can also sometimes be misused to hog power, Attention, and influence. Bullies exist. Peer pressure exists. Manipulation and shaming exist. Facilitators can sometimes steer the conversation in a certain direction and exercise covert forms of power. Or sometimes people can abuse blocking power in order to preserve the status quo. It's important to be conscious of those dynamics and to modify the consensus process accordingly. The principles of anti-oppression should be consciously incorporated into the structure of the decision-making process.

Conclusion

Consensus-based decision making is a powerful process for building communities and empowering individuals. It takes time, patience, and dedication to learn and get used to it. It isn't the common form of decision making in our society, so people have to unlearn the patterns of behavior we have been brought up to accept as the norm. However, with practice, participation, and conscious effort, we can overcome the challenges and Create the society we want to live in.

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