Generative Decision Making Process

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A consent-based decision-making process built on the integrated decision-making method of Holocracy.

1. Ripeness

Is the time ripe for the decision? Is the context clear? Is there information needed to be gathered?

  • "I am going to put the timer on for 10 minutes while you explore the topic in question"
  • Listen deeply and when you sense that there is a possible proposal the time is ripe.

2. Proposal Version 1

Invite the group to volunteer to create a proposal.

  • "Would someone like to make an initial proposal?"
    • Help the proposer name the proposal.
    • The proposal is written for all to see not just the proposer.
  • Avoid letting the proposal spread into multiple proposals.

3. Clarifications

Opportunity to ask the proposer questions. 

  • The proposer has two options:
    • They provide the answer or
    • They say "Not specified" if the answer is unknown.
  • If someone is speaking without having a question:
    • Remind them it is a question period.
  • Avoid letting the proposer speak about anything other than giving a direct answer (keep it right).

4. Reactions

Give each person (except the proposer) the opportunity to express to the group their reaction to the proposal.

  • Everyone's voice and perspective need to be heard.
  • The proposer listens deeply and makes notes.
  • Afterward, the proposer will craft a new version of the proposal.
  • Make sure that the reaction is not about the proposer but about the proposal itself - step in if necessary.

5. Proposal Version 2

The proposer formulates a new version of the proposal in light of all that has been said.

  • Have the proposer write the new version and make sure it is visible to all:
    • Read it out loud.
  • If the proposer wants to stay with the original proposal:
    • Remind them they can.
  • If you sense the proposer needs support in formulating the second version: 
    • Remind them they can ask for help.

6. Objections

Ask for objections. An objection needs to express a risk or a backward movement for the organization or initiative.

  • Listen to the objection and decide if it is valid or not.
    • Sometimes people might express personal concerns that are not in fact organizational risks. You need to differentiate between the two.
    • If you are not sure, you may ask the group to help.
  • If it is valid:
    • Ask the proposer to integrate it into a new version of the proposal. 
    • Repeat the objection round.

7. Visual Confirmations

Have everyone visually confirm that they can live with this decision by raising their thumbs. This is a way of allowing all to see that everyone is fully on board with the decision.

  • If there is a concern that has not been raised, it will show up because a person will be unable to raise their thumb. This can happen when:
    • The person is struggling to find the words to express an idea that is important to them or
    • The person is disengaging from the process.
  • The concern needs to be addressed.
    • The group needs to return to the part of the process that was not fully addressed.

Fast-tracking

It is good to have a cultural cue as visual confirmation that a proposal may be fast-tracked.
  • Someone makes a proposal, and you can just do a quick check-in right away to see if everyone can live with it.

References

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