As we plan what's going to go into Bulldog Bytes, let's pay attention to process.
Edge Leadership Consulting, LLC of Portland, Ore., has a good summary of different Decision-Making Styles on its website. I strongly recommend that whatever else we do, we deliberately incorporate a combination of the consensus and delegation models into our decision-making process.
Here's why. We're professionals. To quote one of our readings for Thursday, Edge Leadership LLC, we want the "high quality input and commitment, with follow-through, [that we can get] from a group."
Also, we'll learn some management skills while we're at it.
Editing is a management function. You've heard me say that before, and you'll hear it again. Here's something one of my J-school professors at Penn State told me when I was complaining about my newsroom management course, "we're not preparing you for your next job, we're preparing you for what you've going to do three or four jobs down the road when you're breaking into middle management." And in the communications industry, editing is typically the entry-level management position.
Even if you don't break into management, you'll probably be doing side projects where you're calling the shots. Even as a free-lancer, you're part of an editorial team. (You're been reading Carol Saller on that issue, right?) It's a lot like herding cats, and you'll be herding cats -- one way or another -- the rest of your professional life.
Which leads me to another point: We're on the creative side of mass communications. That's true whether our ultimate genre is poetry, advertising layout or television news. According to a Newsroom Management "toolkit" published by the European Broadcasting Union, "Journalism means teamwork. Always begin with an editorial meeting, always review scripts for accuracy before they are broadcast, and end by reviewing what went right, and wrong with the day." And this: "Internal communication has to be multi-faceted to be effective. Oral communication (or email) alone does not work. Reinforce all communication verbally, and leave a written trace (bulletin board, internal memo, electronic database, etc.) ... Intelligence, good will and teamwork are more decisive than equipment and money." There's more, and it's all good.
A very different kind of explanation of the consensus model comes from ACT UP, the AIDS Coalition to Unleash Power, a gay-lesbian-transgender advocacy group that has more of a reputation for street demonstrations and civil disobedience than management style. But it's very sound. Here's what the New York chapter of ACT UP says about the consensus model:
What does consensus mean?FOR CLASS THURSDAY: Please read the three documents linked above and decide what, if anything, in them might apply to our group project of editing and producing Bulldog Bytes or other creative projects you might undertake in the future. Post your thoughts as comments to this blog post.
Consensus does not mean that everyone thinks that the decision made is necessarily the best one possible, or even that they are sure it will work. What it does mean is that in coming to that decision, no one felt that her/his position on the matter was misunderstood or that it wasn't given a proper hearing. Hopefully, everyone will think it is the best decision; this often happens because, when it works, collective intelligence does come up with better solutions than could individuals.
Consensus takes more time and member skill, but uses lots of resources before a decision is made, creates commitment to the decision and often facilitates creative decision. It gives everyone some experience with new processes of interaction and conflict resolution, which is basic but important skill-building. For consensus to be a positive experience, it is best if the group has 1) common values, 2) some skill in group process and conflict resolution, or a commitment to let these be facilitated, 3) commitment and responsibility to the group by its members and 4) sufficient time for everyone to participate in the process.
Forming the consensus proposals
During discussion a proposal for resolution is put forward. It is amended and modified through more discussion, or withdrawn if it seems to be a dead end. During this discussion period it is important to articulate differences clearly. It is the responsibility of those who are having trouble with a proposal to put forth alternative suggestions.
The fundamental right of consensus is for all people to be able to express themselves in their own words and of their own will. The fundamental responsibility of consensus is to assure others of their right to speak and be heard. Coercion and trade-offs are replaced with creative alternatives, and compromise with synthesis.
When a proposal seems to be well understood by everyone, and there are no new changes asked for, the facilitator(s) can ask if there are any objections or reservations to it. If there are no objections, there can be a call for consensus. If there are still no objections, then after a moment of silence you have your decision. Once consensus does appear to have been reached, it really helps to have someone repeat the decision to the group so everyone is clear on what has been decided.
3 comments:
I will expand upon the reasoning I used last blog post. My thoughts on Decision-Making Styles are hopefully clear and in no need of reiteration. The Newsroom Management article is detailed and helpful—if we were competing against another communications class. But we have already established our audience—Doc and future Com and Writing students needing this core elective. The charts they give have a nice visual intention with them. I initiate the use of using the white board. We have seven people in the class; a normal newspaper usually has seven sections of interest. Each team member contributes a different article. Then, as a team, we edit them. A Managing editor will be decided and oversee all edits of all articles—everyone will get the same experience. The ACT UP article is pretty detailed on the genesis of consensus forming. I feel like our group is not that splintered or in risk of becoming bifurcated. The process outlined by ACT UP doesn’t seem that relevant, because I don’t think we are doing anything drastically revolutionary. With a small group and new class, it’s probably best to use familiar and more simple methods as a means to an end.
Good! Clearly stated, and appropriate to the project in COMM 353. Getting it in writing here is a big step toward getting consensus. In class Thursday I plan to convene the group, let you organize yourselves as you believe appropriate, assign tasks and begin planning.
It takes quite a bit of wiggling in thematically linking AIDS to editing our student magazine (or "zine" as I believe we are all inclined to call it). It is not the subject, however, that sparks interest or holds (any) relevance to this class. The idea of decision making vis-à-vis a committee, however, is applicable and one that reserves the right of rumination.
A committee comes to a consensus. This is great for maintaining worker relations yet it has a significant drawback: committees take a long freaking time in making a decision. Voting, at least, allows every voice to count, and makes things simple (not to mention quicker).
Yet much can come from communication. Ideas evolve in expression, and committees (usually) allow for it.
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