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• Conceptual Cornerstones
• Practical Tools
• 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.
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