Consent Circle (CC) Process Overview
The Consent Circle (CC) process is a relatively new method of aim and policy development. Yet already it has proven to have an excellent track record in achieving organizational objectives. Developed in the mid-20th century in the Netherlands, the CC process has spread throughout all types of private and public sector organizations in Europe. Now it is beginning to become known in the United States as well.
The CC process does not replace the standard chain of authority and responsibility so effective at setting strategies and supportive tactics. Rather it provides an additional method that focuses all stakeholders on the stated aim of the organization. As a result, organizational aims and governing policies are created and refined in such a way that they are optimal in impact and universally supported throughout the organization.
By incorporating the CC process into an organization, all members have a voice in setting and evolving the organizational aims and governing policies. This truly makes them stakeholders in the success of the organization. This basic structure of this method ensures all members understand the aims and policies, feel a sense of responsibility for achieving those aims and following those policies, have a personal interest in resolving problems permanently and finding better ways to get things done.
The basis on consent in the CC process is profound. It affects every aspect of each circle because it means that the group cannot move forward if one if its members objects. But objections must be “paramount and reasoned,” not just dissent. Objections are important in this process because they help the group find better solutions — solutions that help everyone work more effectively toward the group's agreed aims. An objection is not a veto; it is a valid reason why a particular decision will prevent a member of the group from doing their job or otherwise supporting the aims of the group.
The CC process is a more efficient method for setting aims and procedures than autocratic decision-making because it builds trust and understanding. The process educates the members about the needs of the other members in doing their work and participating happily in the organization. One side benefit is that the length and number of meetings is radically reduced because this highly disciplined process reduces friction and keeps the group focused on fact-based decision making.