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July 29, 2004

Quaker Decisions

Paul Kingston writes about an alternative way of deliberation which is fascinating.

The prototype I've been into is an attempt to provide a web space for business meetings on the Quaker model. You may well know that this is characterised by not (ever) using voting, and by trying to avoid individuals developing personal positions. In a Quaker business meeting all those present are trying to "perceive the will of God" in the matter before the meeting. So the challenge is to enable people's contributions to float free (a contribution, not a position) and to support the process by which the clerk of the meeting produces a minute, and that minute is refined towards agreement. The Quaker model of business meeting has characteristic advantages (and disadvantages) compared to what I might call the conflict model (state position/negotiate position/win the vote)- particularly, the ability of the meeting to turn on its heel and adopt a very unexpected position (since no-one has built up emotional investment in earlier positions). I've heard it suggested by people with more direct experience than I have that the Quaker model is closer to what happens in succesful boardrooms (at least, some succesful boardrooms) than the conflict model.

I think this is brilliant, and I've not considered such things in relation to XR. While I am generically familiar with various 'national' ways of business decision making, this is a new angle. I haven't been able to locate the international business style guide for some time now, so I'll briefly mention them from off the top of my head.

Germany
Germans look to a senior expert to architect a solution. Prestige is accorded to those who can closely follow within the strict discipline of an organization or methodology established this 'thought leader'. Dissent is not encouraged. This is what make Germans excellent engineers.

Japan
Japanese work in harmony according to plans that are driven by concensus. What is most important is the sanctity of the agreement. Anyone can object. Nothing goes forward until all are satisfied. Once written the plan cannot be altered.

France
French define the model of conflict. Every idea is battled until the strongest survives. Every nit can be a point of contention.

America
The American model focuses on the pitch, the resources and the goal. People are assembled and organized any way possible to reach the target. If personalities conflict then they are reorganized or replaced. Decision making is cyclical and may evolve at any time during a project.

China
Chinese work in the context of what assembled people and their relationships can do. In contrast to the American model, the team is most important and relationships between team members are settled before any work is begun. If there are conflict then it changes the goal.

These are very broad brushes of how various cultures organize to accomplish work. As I said there is more real research in this area but I cannot remember where I found it.

Posted by mbowen at July 29, 2004 12:14 PM

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Posted by: Steve D at July 30, 2004 02:36 PM