Another approach to group functioning, which has very direct repercussions for consensus, is looking at (task and maintenance) roles within the group. This area of work is not covered here. If the members of the group are experienced and there is already an awareness of the need for different roles to be played within a group then there may be no need to deal with it in detail. If however there is a problem or a potential problem then it is an area which needs attention. Resources on group roles are generally readily available; please ask if INNATE can help (including with the copy of a fun roleplay scenario with lots of negative roles included!).

1. Welcome from facilitator/chair. 2 minutes
Short introduction(s)/welcome as appropriate

2. Quick exercise; 'What would you be doing today/now if you weren't here?' As a round. 5 minutes. This acknowledges the effort people have made to come

3. Aims of, and introduction to, the session. 5 -10 minutes

Aim; Where the session aims to get; e.g. to have a clear and defined trial procedure on consensus decision making agreed by the end of the meeting. To review and make final decisions on consensus decision making at the end of the trial period.

• Introduction by chair/facilitator; e.g. use the short 'Conditions that support consensus' (following), or refer to definitions, as appropriate for the group.
• Explain concepts of 'tools' and 'modes' briefly and relationship between the two.
• Acknowledge, as appropriate, the depth of knowledge of group procedures already existing in the group (and while there is the danger of 'teaching Granny to suck eggs', still 'old dogs can learn new tricks' in this area.
  

4. Agenda introduction. 3 minutes
Explain the way the meeting aims to build up a package of tools and modes

5. Spectrum/Barometer on decision making. 20 - 30 minutes.

Start with one or two statements you have prepared on decision making in relation to the group, let people divide from 'totally agree' at one side of the room to 'totally disagree' on the other. Examples could include general statements and ones specific to the group (though be careful not to personalise them); e.g. "I'm not too worried about consensus as long as we get decisions made", and "I would like the chair to be less directional in meetings".

Allow a few people at least to share on each statement after people have positioned themselves..

When you have used 'your' statements you can then allow individuals to make statements for reaction.

This exercise enables a good picture to emerge of where people stand - and hopefully that it is not a simple matter of 'majority v. consensus' decision making (e.g. some of those most insistent that decisions have to be made efficiently may also be those who insist everyone's views are taken into account in the process).

This exercise is also very important in that it may pinpoint publicly some aspects of group functioning which most need dealt with.

6. Tools using worksheet 20 - 30 minutes
Work through the sheet on Tools, allowing time for questions and discussion including how particular tools might work for the group concerned.

7. Straw voting and initial decisions on tools 'for the bag'. 10 minutes
The idea here is to quickly choose some that are worth looking at further but are temporarily put into a 'bag' of tools for further sorting.

8. Modes of discussion; Introduction using worksheet 5 minutes
Possible modes/gears;

a) Extended consensus mode
b) 'Options' mode
c) Normal mode
d) Short mode

See handout following for further information. Work though the modes taking questions and comments as they come.

9. Modes of discussion; Round 30 minutes
What do people feel is appropriate and necessary?

10. Decisions on matching modes and tools 20-30 minutes

The chair/facilitator may want to write up the modes which people seem to be supporting, get agreement on those, and then fill in the tools which people feel go with each.

If not using 'modes', the alternative here would be to omit Numbers 8 & 9, simply choose the tools you want to use, and practise using them, perhaps while doing some 'real' business.

11. Look over conclusions and plan review (e.g. in 3 meetings time) 10 minutes

The conclusions may already be clear but this needs to be checked, and to schedule a review in a few meetings time.

12. Final go round 10 minutes

Anything unsaid that people want to get said before the end

13. Brief assessment 5 minutes
Can be combined with 'Final go round' in which case you would ask people to 1) share anything they still wanted to say, and 2) not more than a few words of comment about this session on consensus.

14. Closing 2 minutes
Thank yous/acknowledgements/a very short closing game or action

Possible 'games' to be used at an appropriate point;

a. Balls in the air
Everyone keeps their 'catching' hand in the air until they have received, and thrown, a ball, which comes back to the facilitator at the end.. The facilitator 'starts the ball rolling' again and introduces a number of balls (soft ones - tennis or table tennis balls are fine) which fly around simultaneously. Each person receives the ball from the same person each time, and in turn throws the ball to one different person. The analogy if with members of the group, and the group itself, having to keep lots of 'balls in the air' at the same time.

b. 'One of my worst meeting experiences regarding procedure - outside this group' - keeping the group/context anonymous
Ask anyone who wishes to share a brief description (do as a around and 'pass' as appropriate). This can be fun and show the atrocious messes we get into but the facilitator needs to be careful to ensure members avoid anything to do with the group in question or touching on members. For safety's sake it can be specified 'an experience from some time ago'. This is done as a round and some people will most likely pass. Can be used where a 'game' might be considered 'juvenile'.

After the meeting…..
(An agreed) Someone writes up the tools and modes chosen. They are photocopied and made available during each meeting in the trial period. At the end of the trial period these are reviewed and revised and become part of the normal meeting procedure.

CONDITIONS THAT SUPPORT CONSENSUS
(from 'Building United Judgement', Center for Conflict Resolution, 1981)

1. Unity of purpose
2. Equal access to power
3. Autonomy of the group from external hierarchical structures
4. Time
5. A willingness in the group to attend to process
6. A willingness in the group to attend to attitudes
7. A willingness in the group to learn and practice skills

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