Practicing Consent-Based Decisions

In our many-to-many working group, we’ve been experimenting with consent-based decision-making.

It’s not always easy—but it’s changing the way we work together.

Instead of aiming for total agreement, we ask: “Can you live with it?” That simple question invites nuance, flexibility, and shared accountability. It helps us move forward without leaving people behind.

We’ve used this in real moments: deciding how to prioritise time, where to publish stories, and how to define roles. It’s not about rushing to consensus—it’s about building consent through conversation.

One person put it like this: “It feels slower, but it’s also safer. I can say what’s really on my mind without worrying that I’m blocking progress.”

That kind of safety is what lets real collaboration happen.

Consent-based decision-making might sound technical. But in practice, it’s deeply human. It makes space for difference, while still enabling action.

And it’s helping us build a governance model that feels like it belongs to all of us.