How we make decisions

Most decisions within Food Shift are small and informal. We would like to push the decision making towards the edges of the network instead of centralising decisions. That means you have all the responsibility and all the mandate! Except for some basic stuff that the Core Team takes care of - money, IT systems etc.

The rest is up to you. You don’t need anyones permission to act in the name of Food Shift, if you have the energy and vision, go for it!

Food Shift is not a democracy and we do not seek agreement from everyone (consensus). But do seek advice if whatever you plan to do affects someone else.

When there is a need to make a more formal decision, Food Shift practices a form of consent decision making using an advice process.

Seeking advice is at the core of the process. Seek advice from those affected. If you want to propose something that affects the whole network then it is a good idea to seek advice from the whole network.

For that purpose, use the advice process category to post proposals and seek advice. It can also be a good idea to link to proposals in the main Slack channel - #general.

Consent decision making

Everyone doesn’t have to agree. Unless objections are raised you have the goahead to follow your passion and energy and just do it!

Proposals become agreements when they are considered good enough for now and safe enough to try until the next review.

Advice process

The advice process is documented in detail on the Reinventing Organizations Wiki.

[…] any person can make any decision after seeking advice from 1) everyone who will be meaningfully affected, and 2) people with expertise in the matter.

Advice received must be taken into consideration. The point is not to create a watered-down compromise that accommodates everybody’s wishes. It is about accessing collective wisdom in pursuit of a sound decision. With all the advice and perspectives the decision maker has received, they choose what they believe to be the best course of action.

Advice is simply advice. No colleague, whatever their importance, can tell a decision-maker what to decide. Usually, the decision-maker is the person who first noticed the issue, or the person most affected by it.

Handbook – Table of Contents