Chapter 2. Before the Meeting

When we are invited to a meeting:

• We respond quickly, accepting or declining the invitation.

• We consider our transit time before agreeing to a start and end time.

• If we decline, we may offer the host the option of inviting a substitute who carries our proxy (one who can speak for us, and we honor any commitments he or she makes); or we may grant those who do attend our proxy.

• We treat acceptance as a commitment, and we attend the entire meeting (unless we absolutely cannot, in which case we inform the host as soon as we know and offer a proxy or alternate times).

Chapter 4. During the Meeting

We respect other's contributions:

• We stay engaged and listen attentively.

• We avoid side conversations. When we feel that there are too many side conversations, we call attention to the problem.

• We minimize external interruptions (eg, we turn cell phones off, set pagers to silent).

Chapter 5. Making Decisions

We make decisions by consensus or unanimity when everybody's commitment is needed.

Figure 1:   Consensus Decision Process

1. Clearly define the question and alternatives.

2. Take a trial vote to see if discussion is worthwhile.
   • If choosing from among alternatives, ask who favors each.

   • If seeking consensus on the final choice, ask who can teach and support it versus who needs more discussion.

3. Ask minority if they feel strongly enough to discuss the issues further. (If not, the decision is made.)

4. Listen respectfully to all of the proponents of each alternative, one alternative at a time. Add new thoughts, but do not "echo" others' thoughts.

5. Take another trial vote to see if there is consensus.

6. If a consensus is still lacking, repeat the process from step 1, perhaps recasting the question or generating new alternative; and, this time, write down the arguments for each alternative.
   Alternatively, if at an impasse, agree to one of the following:
   • Go with whichever side cannot live with the alternative. (For each alternative, ask who cannot teach and support it.)

   • Reschedule the discussion (perhaps seeking more input).

   • Change the decision method -- eg, use majority instead of consensus, or defer to one individual (eg, the boss) for a decision -- unless doing so undermines needed commitment.

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