When groups first try a consensus approach to discernment they can come up against obstacles. Today I start to look at 8 struggles that prevent consensus decision-making from being effective. Better still I offer responses to each of them!
Other common resistance points are covered in Chapter 6 of The Church Guide For Making Decisions Together “Yes ….but …. Addressing Resistance”.
1. Tradition. “We’ve always done it this way. Why change?”
This is a very common explanation for why people don’t embrace change. People know what they like and they like what they know. Yet most people don’t usually put it as bluntly as saying “we’ve always done it this way.”
What we usually see is an inbuilt inertia in groups that make any change difficult. The tracks have been laid down over time and that’s the way things run. So the key to maximizing the chance of change is to explore where these tracks are taking you, or discuss the way decisions are made in other contexts, or introduce key elements of a consensus approach into the established processes.
Identify negative outcomes of current processes
For example, bad feelings after meetings, poor decisions, lack of buy-in, exclusion of some people/perspectives, etc. Use an annual review of the performance of your Board, Committee, Congregation, etc as a context in which to raise a discussion on whether your current approach is working for you. This may start a helpful discussion on what needs to change.
Explore alternatives from other contexts
I wonder if the people who resist consensus in meetings use the same methods/processes to make decisions in families, as a couple, or in business negotiations. Certainly, the western parliamentary approach is in sharp contrast to the way in which other cultures have traditionally made decisions. The issue here is “Whose tradition are we talking about?” It is only one tradition and it is a very narrowly applied practice.
There are many opportunities for continuing education for Boards, Committees and church members in general. Create a learning event where alternative ways of making decisions are explored. Perhaps it could be in the framework of understanding how a different cultural group makes decisions, or a workshop on how to engage in dialogue with family members, or invite a local community action group to talk about their work and how they get to agreements and commitment. Often these groups use consensus decision-making because they cannot force volunteers to do anything that they don’t want to do. The focus doesn’t even have to be on church meeting procedures! You can extrapolate later from the learning into that discussion.
Introduce consensus processes into your current meetings
Consensus building values and techniques can be present in a parliamentary style of meeting. As an add-on they will not change a culture but they can provide a taster of what is possible when change is made. Examples of things that a Chairperson can do include: make sure that everyone understands the issues before starting the debate; include more prayer and spiritual disciplines in the meeting; create spaces where alternative voices can be heard; don’t rush to a vote just because it looks like there is a clear majority; and more. Chairpersons should lead into an alternative experience of Christian community around decision-making. Change can be gradual and incremental – until there is ownership of the decision to make real change.
2. Some people need to “win”
Winning is “fun”. It’s natural that when people value a position that they want to see it happen. I’m sure we have all been in that situation. However what is embedded in this comment is insidious. There are people who actively resist and undermine a move to consensus because they know how to get their way under the current rules. Getting their way has become the prime goal and they do not want to empower others to have a chance of changing the outcomes. They want to keep control.
I have met people like this in local and international meetings. It is both sad, disappointing and serious. Changes in the power balance affect who has influence. Some people get this and try to keep ahead of the curve by shutting down the chance for change. There are solutions but they need to be tailored to your context. If this is your situation maybe you need a coach to help you work it through.
However, in addition to handling the pushback from cynical and frightened power brokers, there are conversations that can be fostered. Even people who like to get their preferred decision in a church meeting are willing to count the cost. Very few people embrace a pyrrhic victory.
I am sure that you have seen many examples of where the “win” that was achieved came at a high price. It could be as serious as people leaving the church, a significant drop in income, loss of morale, the development of factions, or loss of support for a pastor. The losses might be more subtle: the person who stops volunteering, loss of a skilled person on the church Board, people don’t turn up to congregational meetings because of the atmosphere, a negative vibe develops in the congregation, etc.
Maybe the people who think they are winning are not winning at all. Develop a case study on how the handling of a decision led to negative consequences for a congregation or group. It doesn’t have to be from your congregation but if there is a recent example I encourage you to be brave enough to name it. Focus particularly on developing a “ledger” of wins on one side and losses on the other side. Get people to put a value (not all will be a $ value) on the “entries” on each side of the ledger. The lesson that people are encouraged to learn is to be aware of the consequences of their actions and to not just focus on the task of “getting the decision I want”.
A great follow up – maybe at the next meeting – is to explore “What could we have done differently that would have avoided or reduced these costs?” That’s where your knowledge of the whole range of consensus-based discernment tools will allow you to shine. The most comprehensive collection of resources for this is in our book The Church Guide For Making Decisions Together
3. We don’t need cards because everyone here is able to speak up.
This is quite a common perception. The orange and blue cards are a very important part of the Uniting Church in Australia’s consensus process. They are also used in the World Council of Churches, the World Communion of Reformed Churches and other places. They are also often seriously misunderstood.
The idea in this resistance point is that the cards are the way to get attention so that you can get the floor. So if you believe that everyone is able to contribute due to the healthy culture and processes of the meeting then it seems like you don’t need cards. The cards are more than the equivalent of lining up at the microphone to get the Chairperson’s attention. But let’s start the conversation on the terms that it is offered.
In my experience, such a statement is very rarely accurate. There are always people who remain silent. They do so for many reasons. It is not just because they cannot get the attention of the Chair.
As a test for this hypothesis have a person quietly keep tabs on the names of who speaks, the frequency and time taken by various speakers over a few meetings. Report on the results. This could make for an interesting conversation.
However, the cards serve a much richer purpose than indicating a desire to speak. Members are to show a card whenever a person makes a contribution. If they are warm to a comment then they display the orange card. If they are cool to the idea or not persuaded by it they show blue. This process encourages active listening. Also, it allows every person to indicate their perspective – without the need for speaking. In fact, the opposite of the opening statement is true. You actually need the cards so that everyone can contribute!
4. Power imbalances
Power is real and some people have it in groups and others do not. When power is used to limit the participation of all people then consensus discernment will struggle. Not all power is malicious or used deliberately to put people down. Although sometimes it is.
For example:
- Some lay people don’t think they should argue with Ministers
- In some cultures women or young people don’t value their voice
- Patriarchy exists in a lot of churches and oppresses women
- Language and education can give more power to some participants
- Knowledge is power – who understands the business or process best?
- What other examples can you add?
Plan to deal with power
You are very wise not to underestimate the importance of power dynamics. So once you have taken it seriously it’s important to do strategic thinking ahead of time on how to address power imbalances.
There are a number of strategies available in addition to a well led use of consensus processes. Consensus processes make it possible to address power imbalances but they have to be used very well to do so.
Preparation includes thinking about the power imbalances and what strategies can be put in place to limit their power. Examples include: deciding when translation is required; how to ensure everyone has the same information; when small group discussions (maybe in cultural, gender or age groups) can help people to find their voice that can then be fed back into the larger group. As you prepare for your meeting list the power dynamics and line up alongside them the tools that help to overcome them.
Also the leaders must model alternative ways of being in community. They must demonstrate and support a culture of collaboration and equality.
Conclusion
I encourage you to respond to pushback in a way that is respectful and consistent with the values of consensus discernment. Ask questions so that you understand what they are saying. Probe for what is behind the comments. Assume goodwill until there is a good reason to do otherwise. Strengthen your fellowship in the face of difference.
Once you understand the issue before you there are simple and practical things that you can do that make a constructive response. Don’t argue but rather invite exploration through the types of processes offered in this article.
Change is possible! Next week I’ll look at some other things that may cause consensus to struggle.
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