Consultation ResultsNavigation

RANGE OF RESULTS

Having done the best you can to work with all stakeholders, you might encounter a range of outcomes. For a variety of reasons, each process is different and takes on a life of its own. The results will likely be a little more grey than completely black and white, including some successes and some opportunities for learning.

Possible consultation outcomes

  • Consensus is reached. All parties compromise to reach a mutually acceptable solution.
  • Majority rules. Most stakeholders support the proposed development, but a vocal minority remains opposed. If this small group cannot be persuaded, the will of the majority may prevail.
  • Parties agree to disagree. No agreement is reached or likely. An adversarial situation may develop at the Subdivision and Appeal Board (SDAB) and/or before City Council. The goal is to understand each party’s position, not agreement or consensus.
  • Lone wolf (with or without a pack). The lone wolf proceeds without regard for group processes, agreements or discussions. Watch out for a lone wolf to show up somewhere along the process. Every community has one.

While not predictable, the consultation process is almost always interesting. Although the outcomes are not always idyllic, effective consultation at least gives all voices a chance to be heard. That alone is significant, for engagement is key to building good communities.

Although outcomes are not necessarily a function of how well the consultation process was executed, the tips on the next page will reduce the likelihood of negative outcomes.

Consensus is a group decision (which some members may not feel is the best decision, but which they can all live with, support, and commit themselves to not undermine) arrived at without voting, through a process whereby the issues are fully aired, all members feel they have been adequately heard, in which everyone has equal power and responsibility, and whereby different degrees of influence by virtue of individual stubbornness or charisma are avoided so that all are satisfied with the process.

–The Foundation for
Community Encouragement

WHAT TO DO WHEN YOU CANNOT AGREE

Consultation efforts do not always bring agreement. Then again, imagine a world where everyone agreed.

Good and creative things often grow out of healthy expressions of differing viewpoints. Once we recognize that differing opinions are not only allowed but preferred, the process and its results—whatever they are—seem less threatening.

Enjoy the process for whatever it brings. Do not try to shortcut it or muzzle dissent. This will inevitably come to haunt the project and could create difficulties later on.

When discussions go off the rails or even look like they might go wrong, you do have options for action. What is more, dealing proactively with conflict raises new opportunity for creative solutions. When parties take corrective action together, they build a shared interest in an agreed-upon outcome.

See p. 121 for a conflict checklist.

From my own experience, consensus is rare because it is a lot of work. I have found it effective only in small groups of about 10, when all are sincere in obtaining a result that is agreeable to all.

-- Sheila Bowker,
community member

Conflict comes from differences—in needs, values and motivations ... Conflict is not a problem in itself— it is what we do with it that counts.

—Conflict Resolution Network (www.crnhq.org)

Practical steps

As a first step, put yourself in the other party’s shoes and answer some important questions.

  • What position is the other party in?
  • Does everyone involved understand your position? Why or why not?
  • Do you think they know the impact this could have?
  • How can you talk to them so they will want to listen and understand your experience?
  • What would you be willing to take responsibility for?
  • What do you want them to take responsibility for?
  • What might be a good solution?12
  • Have you used all possible methods of communicating effectively?

As a second step, try good old-fashioned talking. Simply and calmly discuss your concerns or issues with those directly involved. You may be surprised. People are often a lot more reasonable than we expect.

At later stages of impasse, mediation and/or group facilitation can get things back on track.

Other conflict resolution tools

  • Consider a formal mediation process (see p. 26).
  • City planning staff or the ward’s City Councillor may help you set-up a group facilitation process.
  • Talk with a professional mediator or arbitrator about other methods for resolving impasses.

“A half-hearted consultation can often be worse than no consultation at all because it runs the risk of offending and belittling people...”

-- Ben Henderson,
community member

“My neighbour across the alley recently received an allowance to build a larger-than-permitted garage. I received the notice and initially felt quite miffed about it. I talked to him, and he explained why and how he was going to build thegarage. I felt a lot better about the whole thing.”

—Lynn Parish, neighbour

RESOURCES

Alberta Arbitration and Mediation Society www.aams.ab.ca
#405, 10707 -100 Ave, Edmonton, Alberta, T5J 3M1
Tel: (780) 433-4881, Fax: (780) 433-9024

Mediation and Restorative Justice Centre (Formerly the Edmonton Community Mediation Society and the Edmonton Victim Offender Mediation Society). www.mrjc.ca #430, 9810 - 111 St. NW, Edmonton, Alberta, T5K 1K1 Tel: (780) 423-0896, Community Mediation Direct Line: (780) 424-4632, Fax: (780) 423-2467

Talking with Your Neighbour, Mediation and Restorative Justice Centre.

CONSULTATION CHECKLIST13

We know why we are undertaking consultation.
We have identified the objectives we want to achieve by consulting.
We have checked to see if work had already been done on this project.
We have defined the aims and parameters of the consultation.
We have ensured the consultation method is appropriate for the key participants.
We have confirmed the appropriateness of the target group with other stakeholders.
We have a realistic timeline that includes lots of time for multiple-loop feedback.
We have chosen appropriate avenues to maximize participant input.
We have found appropriate personnel to perform all the functions required.
We have a strategy for publicizing the consultation.
We know what information needs to be developed and printed (leaflets, kits, Internet, agendas, notices, etc.) and we have a plan in place to provide it when needed.
We know how and when we will provide feedback to the participants.
We have a realistic budget that allows for contingencies.