Sustainability Lenses
Sustainability challenges us to think both in terms of achieving better outcomes in relation to how we live in and make a living from the natural world, and the process of decision making through which we try to reach those outcomes. It involves thinking in different ways about how we make decisions and who we should involve. It requires us to make decisions across conventional boundaries and hierarchical lines. It compels us to consider the values that define who we are and the power that determines what we can do to each other. It asks us to consider our responsibility and be accountable for having done what we say we will do. But behind all of that, it is ultimately about the networks and relationships – the fabric of interactions – in which we live and work, inform and make decisions, and recognize and include diverse interests and values. CSE Sustainability Lenses [PDF]
The Guiding Principles
The thirteen multi-stakeholder Round Tables of Canada, and the Canadian Council of the Ministers of the Environment developed through a national negotiation process of nearly three years a concise, comprehensive, and authoritative statement of principles which were set out in the 1993 document “Building Consensus for a Sustainable Future: Guiding Principles”. These principles were developed under the leadership of a National Task Force of which Glenn was both a member and a trainer.
While others have evolved similar principles and articulated them in different ways, what distinguishes this work is the manner in which it was created, and the range and depth of perspective that was reflected from across the country in the consensus achieved. The challenges of sustainability will always present unique factors, and particular characteristics. Any process designed to respond to them will need to be specially shaped to meet the particular circumstances and players, the Guiding Principles set forth below in summary form offer guidance as to the characteristics any process designed to achieve consensus should reflect.
These principles set forth below are the foundation of much of Glenn’s approach and practice.
Principle 1: Purpose-Driven
People need a reason to participate in the process.
Principle 2: Inclusive, Not Exclusive
All parties with a significant interest in the issues should be involved in the consensus process.
Principle 3: Voluntary Participation
The parties who are affected or interested participate voluntarily.
Principle 4: Self-Design
The parties design the consensus process.
Principle 5: Flexibility
Flexibility should be designed into the process.
Principle 6: Equal Opportunity
All parties have equal access to relevant information and the opportunity to participate effectively throughout the process.
Principle 7: Respect for Diverse Interests
Respect for the diverse values, interests, and knowledge of the parties involved in the consensus process is essential.
Principle 8: Accountability
The participants are accountable both to their constituencies and to the process that they have agreed to establish.
Principle 9: Time Limits
Realistic deadlines are necessary throughout the process.
Principle 10: Implementation
Commitments to implementation and effective monitoring are essential parts of any agreement.
Key elements in a consensus based process include:
- A consensus process is one in which all those who have a stake in the outcome aim to reach agreement on actions and outcomes that resolve or advance issues of importance to the parties. In a consensus process, participants work together to design a process that maximizes their ability to resolve their differences. Although they may not agree with all aspects of the agreement, consensus is reached if all participants are willing to live with “the total package”. As such, it encourages discourse and understanding among the parties, and creates a forum in which the importance of reconciling competing interests is both understood and addressed.
- Consensus processes do not avoid decisions or require abdication of leadership on the part of the traditional decision-makers. However, it does call on leaders to forge partnerships that work toward developing solutions. A consensus process provides an opportunity for participants to work together to realize acceptable actions or outcomes without imposing the views or authority of one group over another.
- There are many forms that a consensus process can take. Each situation, issue or problem prompts the need for participants to design a process specifically suited to their circumstances, issues, and interests.
- Consensus can be defined in a number of ways. Participants in a consensus process are free to define the term in any way they wish, provided that there is unanimous agreement to that decision.
- The willing participation of all sectors. Consensus seeking brings together all sectors, non-governmental stakeholders and governmental authorities, to work together in a cooperative forum. Most importantly, it facilitates the achievement of two primary objectives: a shared commitment to the outcome achieved through negotiations and the development of a long term working relationship.
