Key principles of decision-making

Rather than simply list known alternatives, debate for a short time, vote, and then accept or reject by some percentage of majority (ex. over 50%, over 2/3), a consensus decision-making process involves identifying and addressing concerns, generating new alternatives, combining elements of multiple alternatives and checking that people understand a proposal or an argument.

This empowers minorities, those with objections that are hard to state quickly, and those who are less skilled in debate. Therefore, consensus decision-making can be seen as a form of grassroots democracy.

Egalitarian groups that seek to reduce the amount of power delegated to leaders, chairpersons or agenda setters often use consensus methods. Such methods can reduce the amount of harm or loss imposed on minorities (or individuals) by a majority. Consensus methods may be appropriate when personal (or emotional) risk to members is high, trust is low, and time is available for a prolonged discussion. Consensus may be used to remedy patterns of decision-making based on habit, subservience or carelessness.

Alternatively, it can be argued that in a situation of abundant trust - in which each party assumes that any objections or reservations regarding a proposal are meaningful - consensus methods may not only be appropriate, but necessary.

Like any group decision-making, consensus decision-making can disempower those not present in the debating forum, as they cannot expect to have input on the new measures that are proposed (whereas they might have had the opportunity for input into the known alternatives prior to the debate). Accordingly, most systems of consensus decision-making place a premium on participation.