PARTICIPATORY DECISION-MAKING

19-20 March 2021

 

Venue

Wongsanit Ashram, Bangkok

The revitalization and creation of new forms of regenerative community, partnerships and businesses will require frameworks for governance and decision making that ensure broad participation and power sharing. In other words, there is a need to find a good dynamic balance of participation and leadership in different contexts. Inclusive, creative decision-making processes honour all voices and view objections as gifts and opportunities for growth and emergence of new strategies and ideas.


Over 2 days participants will have a chance to explore, participate and facilitate different models of participatory decision-making processes that contribute to conscious collaboration and empower collective intelligence to achieve shared agreements, values, aims and objectives.

 

LEARNING GOAL

To raise awareness and facilitation skills for working with governance and decision making, through power sharing and participation.

LEARNING OUTCOMES

Participants will:

  1. gain practical experience in a range of participatory decision-making skills and formats

  2. understand the power dynamics and leadership styles across diverse groups of decision-makers

  3. engage in deeper exploration of conscious collaboration and collective intelligence at individual and group levels

 

Recommended Reading

Arrow, H., McGrath, J. E., & Berdahl, J. L. (2000). Small groups as complex systems: Formation, coordination, development, and adaptation. Sage Publications.

  • Christian, D. L. (2003). Creating a Life Together. New Society Publishers

  • Cornelius, H., & Faire, S. (2007). Everyone can win: How to Resolve Conflict. Simon & Schuster.

  • Cunningham, P. A. (2014). Exploring the efficacy of consensus-based decision-making. International Journal of Housing Markets and Analysis.

Retrieved from:

https://www.researchgate.net/publication/265857523_Exploring_the_efficacy_of_consensus-based_decision-making_A_pilot_study_of_the_Cloughjordan_Ecovillage_Ireland

  • De Bono, E. (2017). Six thinking hats. Penguin uk.

  • De Bono, E. (2015). Serious Creativity: How to be creative under pressure and turn ideas into action. Random House.

  • Forsyth, D. (2010). Group Dynamics. Wadsworth

  • Hathaway, P. (1997). Giving and receiving feedback building constructive communication. Crisp Learning.

  • Mindell, A. (2002). The deep democracy of open forums: Practical steps to conflict prevention and resolution for the family, workplace, and world. Hampton Roads Publishing.

  • Mindell, A. (1995). Sitting in the fire: Large group transformation using conflict and diversity. Deep Democracy Exchange.

  • Olson, E. E., & Eoyang, G. H. (2001). Facilitating organization change. Lessons from. Complexity Science.

  • Osmani, S. R. (2008). Participatory governance: An overview of issues and evidence. In Participatory Governance and the Millennium Development Goals (pp. 1-45). United Nations Department for Economic and Social Affairs.

Available From: https://pure.ulster.ac.uk/ws/files/11744170/Participatory_Governance_for_Efficiency_and_Equity.pdf

  • Rau, T. J., & Koch-Gonzalez, J. (2018). Many voices one song: shared power with sociocracy. Sociocracy for All.

  • Schwartz, R. M. (1994). The skilled facilitator: Practical wisdom for developing effective groups. Jossey-Bass.​


  • Videos:

    • How Quakers Make Decisions (It's Not Just Consensus!):

Retrieved From: https://www.youtube.com/watch?v=gjrBg1VvyZ8

 
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