Caroline Estes’ article serves as a brief introduction to the use of consensus decision-making in organizations of varying sizes. With several decades of experience using consensus models on a regular basis (as a Quaker, and as a member of an intentional community), Estes offers concrete examples of its effectiveness as well as counter-examples of “strategic mistakes” that resulted from not using consensus. In the second half of the article, she outlines a number of practical tips for implementing consensus decision-making into a group.

Originally published in issue 10.