Method · Decisions

Consent decision-making: how to run it

A decision goes ahead unless someone has a reasoned objection — not “is this the best idea?” but “is it good enough for now and safe enough to try?”

40 minutes5 stepsDecisions
Other methods

When it helps

Use it for decisions that stall waiting for everyone to agree, in teams that share responsibility, when trying something and reviewing it is cheaper than debating forever.

When to use something else

Skip it for decisions that are hard to undo or legally require a specific vote; and where people do not feel safe objecting, consent quietly becomes silence.

How to run it, step by step

  1. Present the proposal5 min
    • The proposer explains it and why.
  2. Clarifying questions7 min
    • Questions only, no opinions yet.
  3. Quick reactions8 min
    • Each person gives a short reaction, one round, no discussion.
  4. Objections10 min
    • Does anyone see a reason this would cause harm or move us backwards? Each objection is stated with its reason.
  5. Improve and consent10 min
    • Change the proposal to meet valid objections, then check for consent and set a review date.

What comes out — an example

Made up, to show the shape.

Proposal. Move the team meeting to Tuesdays.

Objection. Support’s busiest day is Tuesday — they would miss it.

Improved. Tuesday, but support sends written updates and joins only for decisions.

Consent. No further objections; review after six weeks.

Where it comes from

Consent decision-making comes from sociocracy, developed by Gerard Endenburg in the Netherlands, and is used in Holacracy and Sociocracy 3.0.

Questions

What is consent decision-making?

A method where a proposal is adopted unless someone raises a reasoned objection that it would cause harm, rather than requiring everyone to agree it is the best option.

How is consent different from consensus?

Consensus seeks everyone’s agreement; consent asks only whether anyone has a reasoned objection, which is usually faster.

What counts as an objection?

A reason the proposal would cause harm or set the group back — not a preference for a different idea.

Other methods

Six Thinking HatsThe group looks at one question from six angles in turn — facts, feelings, risks, benefits, new ideas and process — so everyone thinks the same way at the same time instead of arguing.Dot votingEverybody gets a few votes — dots — to put on the options they like best, so a group can see its priorities in minutes instead of debating every item.RACIA grid that says, for each task or decision, who does the work (Responsible), who answers for it (Accountable), who is asked first (Consulted) and who is told after (Informed).DACIA way to make a group decision clear before discussing it: one Driver runs the process, one Approver makes the call, Contributors give input, and the Informed are told the result.RAPID decision rolesAssign five roles for an important decision — who Recommends, who must Agree, who will Perform it, who gives Input, and the one person who Decides — so it gets made and carried out.Six-page memo meetingInstead of slides, someone writes a narrative memo of up to six pages; the meeting starts with everyone reading it in silence, then discusses it.

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