Shared governance and working with consent

Differences Between Consensus and Consent

Decision by Consent

A good decision respects the limits of those who will live with its consequences. In a Circle, no decision should be made if a member has a reasonable objection. Decision by consent removes objections one by one, aiming for "0 objections."

Objections

Objections define the area of freedom within which the Circle operates. The environment or the organisation itself may also need to give consent.

All objections are valid, but not all are "reasonable."

What Is a Reasonable Objection?

A reasonable objection:
- Is well-argued with convincing reasoning.
- Indicates the proposal may affect the Circle’s mission.
- States that the proposal disrespects the limits of those affected.

Results:
- The proposal may be eliminated.
- The proposal may be improved through group creativity.

A reasonable objection is actually a gift that enhances the decision-making process.

Unreasonable Objections

An objection is unreasonable if:
- It is based on personal preference.
- It targets a person rather than the proposal.
- It is a personal opinion or another proposal.

State of Mind in Decision-Making

• Decisions should be made based on the present moment.
• Decision-making is an incremental process.
• Decisions should be applied, tested, and revised based on feedback.

By using an agile approach, organisations can determine if a decision is beneficial and adapt accordingly, ensuring continuous improvement.

CIRCLE MEMBERS

To ensure an efficient workspace, a Circle should have a facilitator and a secretary for its meetings.

Facilitator

• Elected through the consent process.
• Ensures compliance with governance rules and operational processes.
• Prepares meetings with the secretary; opens and closes meetings.
• Keeps discussions on track and maintains adherence to processes.
• Sets the meeting rhythm, ensures smooth exchanges, and allows everyone a chance to speak.
• Refocuses discussions and maintains awareness of purpose and context.
• Prevents off-topic discussions.
• Maintains a neutral and diplomatic stance.

Secretary

• Elected through the consent process.
• Strengthens governance through record-keeping and compliance.
• Organises Circle meetings, ensuring timely communication of details.
• Prepares meetings with the facilitator.
• Enforces Circle rules and keeps records.
• Manages timekeeping.
• Documents decisions made in meetings.
• Drafts reports, archives them, and shares them with members.
• Updates Circle governance using relevant tools.
• Acts as an arbitrator in governance-related disputes.
• Supports facilitation when the facilitator is unavailable.

Circle Members

• Serve the shared activity.
• Respect Circle rules and maintain a co-operative attitude.
• Contribute actively to meeting success.

The Importance of Good Posture

Tools alone do not solve problems but reveal underlying group challenges. Effective decision-making and collective intelligence methods highlight unspoken organisational issues. Mastery of technical processes must be paired with positive attitudes.

A co-operative mindset fosters optimal contribution. Each member should ask: What is the best I can contribute? Commitment to self-improvement strengthens group sustainability.

Guiding principles:

• Focus on the subject matter.
• Speak clearly and simply.
• Share relevant information.
• Communicate authentically.
• Take responsibility for contributions.

Assigning Turns to Speak

The facilitator determines the speaking order using either a structured or open format:

Turn-Based (Clockwise) Order

• Participants speak in a set sequence.
• A member may pass their turn and speak at the end of the round.

Open Turn (“Popcorn” Format)

• Participants speak when ready.
• Speakers address the centre of the Circle.
• A speaker signals they are done by saying “I’m done” or similar.
• Another participant may then speak.

Communication in a Circle

Listening

Active listening enhances understanding and deepens discussions through questioning and reformulation.

Speaking Out

• Speak from personal experience: Avoid accusations (e.g., "You always...").
• Address the group, not individuals: Contributions should enrich the discussion.
• Speak with clarity and awareness: Be concise, avoid monopolising discussions, and acknowledge personal perspectives as opinions.

Moments of silence can support reflection before speaking. Participants should remain centred and as detached as possible from emotions and ego.

Attitudes and Skills to Develop

Being Active Rather than Reactive

• Active participants reflect, articulate thoughts clearly, and present them calmly.
• Reactive participants respond emotionally and impulsively.

Listening to the Centre

• Recognise that no one holds the absolute truth.
• Listen with openness and a co-operative mindset.
• Engage with emerging insights and collective problem-solving.

Stages Towards Convergence

1. Getting Grounded – A short relaxation period before discussions.
2. Weather Forecast (Check-in) – Participants share their emotional, physical, and mental state.
3. Decision by Consent – Listening and making decisions through consent-based management.
4. Restitution (Check-out) – Participants share final thoughts before leaving.

Avoid ‘bomb-dropping’—introducing strong concerns at the end of a meeting without discussion. The facilitator may address unresolved tensions in future meetings.