Consent-Based Decision Making
Decisions pass when no one has a principled objection, not when everyone enthusiastically agrees.
When to Use
Use consent-based decision making when you want to move faster than consensus but still honor everyone's concerns. A decision passes unless someone has a reasoned, principled objection (not just a preference). This method powers sociocracy and Holacracy and is increasingly popular in agile teams and cooperatives.
Steps
- 1
Present the proposal
One person presents a clear, specific proposal. Not a question or brainstorm, but a concrete recommendation.
- 2
Clarifying questions
The group asks questions to understand the proposal. No opinions yet, just clarification.
- 3
Quick reactions
Each person shares a brief reaction. What do you notice? Like? Dislike? Still no formal objections.
- 4
Objection round
Ask: 'Does anyone have a principled objection, meaning this proposal would cause harm or move us backward?' Preferences don't count.
- 5
Integrate objections
If objections exist, amend the proposal to address them. Then repeat the objection round. When no objections remain, the proposal passes.
Real-World Example
An engineering team used consent-based decision making for their RFC process. A proposal to migrate to a new database passed because no one had a principled objection, even though two engineers would have preferred a different vendor. The team moved forward in one meeting instead of the usual three-week debate.
Pros
- Much faster than full consensus
- Everyone's voice is heard through the objection round
- Prevents bikeshedding on preferences
- Works well for recurring decisions like RFCs and policy changes
Cons
- Requires trust and psychological safety
- Can be gamed by strategic 'objections'
- Not suitable for high-stakes irreversible decisions
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