Consensus decision-making requires each person to take seriously the values and beliefs of all the others in the group and be open to change. If people survive the struggle to do this initially, consensus gets easier as they resolve differences in values and have common experiences. consensus decision-making develops our socialist consciousness, that is, considering the effect of our actions on others, which in turn makes consensus decision-making easier. Similarly, majority-rule decision-making encourages our individualist consciousness.
Since these are important concepts in our collective we've devoted quite a lot of space in the Red Docs to them. A fuller description of criticism, self-criticism, praise, and critical relationships is in the back of the Red Docs.
Usually we use it when someone is making a higher commitment, for example, coming into the collective. It can also be used to eliminate tenseness and to focus collective problems, or just because someone wants to re-examine their Groundwork relationships and criticisms. More about this in the back of the Red Documents, including how to prepare for it.
The person who takes RR should get an overview of the problem, plan for the future, see that all the work gets done, and whatever else it takes. It doesn't mean they have to do all the work themselves, but it does mean they have to know how to break down the work and get others to help. It also means that they should make a disciplined withdrawal if they can't do the job. Knowing how to take RR is necessary to be a good leader.
Responsibility is a fond subject of ours, probably because we've had so much trouble getting people to actually be responsible. There is more on the subject under "Work."
You should explain to the collective that you are leaving, why you are leaving, and for how long. Places to do this are: (in order of preference) at a meeting, in the daybook, to a core collective person. It's especially nice for you to give any criticisms of the collective before you go (even if they aren't the reason you're leaving -- we're still interested in your thoughts).
A disciplined withdrawal also involves handing over responsibilities. Make an announcement that there will be open jobs needing volunteers and be willing to train someone to take over. A high level would be to write up a job description.
A particularly costly undisciplined withdrawal is the "fade away." Here, someone lowers their commitment because they "don't have enough time," but doesn't tell anyone. "Don't have enough time" really means not high enough in their priorities. One should be straight as to why priorities have changed, and let the collective know whether it's temporary or permanent.
One should also make a disciplined withdrawal from any job he/she has taken RR for, but can't complete or keep up with. For instance, suppose someone has taken RR for publicity and the job description includes keeping classified ads in local newspapers, keeping a good general leaflet around, etc. If they can't do it, they should make the collective aware through the Daybook or at a meeting. Possible solutions would include:
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