Approach

The Collaborative Decision-Making Approach of Mia L. Arter Consulting

Changing “Who Decides” Changes the Outcomes

To create the change the world needs, we need to use new ways to make decisions.  We cannot address inequity, environmental extraction, and mistrust with the same thinking that created it.  Organizations are learning how to use collaborative decision-making to do just that.  By changing who makes decisions, they also transform how, why, and what they decide.

At the heart of collaborative decision-making is power sharing.  Traditional decision-makers are not the sole holders of wisdom:  the most impactful decisions are made by engaging those who will be directly affected.  This regenerative approach values diverse perspectives, places trust at its core, and thrives in environments that nurture rather than extract.

The Collaborative Decision-Making Process

The process is not linear but includes many steps simultaneously:

  • Convene a group of people who hold several ways of looking at an opportunity
  • Use techniques that build trust and relationships
  • Nurture participants and add value to their work
  • Create space for the group to explore root issues openly and authentically 

With that foundation, groups can quickly and collaboratively align on ways to approach the opportunity and make impactful decisions.

Techniques for Authentic Contribution

Harnessing the collective wisdom of diverse stakeholders does not need to be a daunting task. Techniques such as interactive virtual whiteboards and intentional relationship-building can be transformative.  Even the mundane – say wordsmithing a Committee Charter over a Zoom call – and is an opportunity for an efficient, deeply collaborative, and enjoyable process. 

To create engaging spaces for authentic contribution, use techniques that empower participants to bring their wealth of lived experiences to the collaborative table.  Consider:

  • Talking to Each Other: Dedicate time to letting participants get to know their peers.  Invite them to talk about their experiences at the start of meetings in pairs.  If you want them to engage on the meeting topic, focus on the context they are bringing to the conversation, not their preconceived solutions.  This helps them see themselves and their peers as experts that are bringing a valuable and unique perspective to the group.
  • Visual Introductions: Create interactive ways for participants to introduce themselves to the group, like their communication style, learning preferences, and personality.  This helps people be intentional about how they show up to the conversation, as well as recognize and honor how others show up.
  • Interactive Whiteboards: Beyond conveying information, whiteboards are canvases for written and visual input, creating multiple paths for each participant to contribute.  Even in a virtual setting, this collaboration is possible – and sometimes better.  Emoji heat mapping, for instance, provides a playful yet effective way to gauge reactions and concerns.

Sharing the Gift of Knowledge Received

My experience is in creating collaborative networks, and my commitment to this approach stems from convening innovative sustainability directors in local government.  I had the privilege to witness their commitment to disrupting traditional governance in favor of equity and community-centered decision-making.  As a practitioner of this approach, I am honored by every invitation to facilitate group processes and to learn alongside organizations using collaborative decision-making to address inequity, environmental extraction, and mistrust in our communities.