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them all low. George is a recovering alcoholic and doesn't want to be tempted by others drinking around him, so scores beer very highly. All three have significant resistance to the default solution, which would be getting nothing, so score it highly. Waffles, as the least resisted option, is group's decision.
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Practically, decisions made with less opposition are expected to be more successful, requiring less (or no) monitoring, enforcement or sanctioning. Participants are generally expected to be more constructive in the group if they have the ability to express negativity openly, since "resistance which
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Imagine three people, Fritz, Anna and George, who are considering what they should get together as a reward for a hard day of work. Fritz, a vegan, has had bad experiences with the vegan options in most ice-cream stores, so scores ice-cream highly. Anna is mostly fine with all the options, scoring
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Ethically, allowing people to express resistance is seen as fundamental to their human dignity. Making a collective decision that a person opposes, when an option exists which no one opposes, is seen as an unnecessary dismissal of personal will that can't be justified by a majority preference. The
66:
In 1982 Schrotta and
Visotschnig first began developing a method with students in Graz. After a break, activity resumed in 2002 leading to the 'Systemic Consensing Principle' and a refined method. Over the course of their work the pair have published four books, made a website, initiated an online
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The details of how
Systemic Consensing is practiced is flexible and dependent on the situation. Scoring could be done with people raising neither, one or both of their hands (a range of 0–2), or by raising numbered cards (e.g. 0–10). The scoring could be done
128:
The participants are then asked to rate the proposals according to their resistance to them. The proposal with the lowest resistance score is then selected. This is an inversion of typical scoring, where a higher score indicates higher agreement.
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Es (das „Systemische
Konsensprinzip") lautet in seiner einfachsten Form: Die Gruppe entwickelt zum gegebenen Problem möglichst viele Lösungsvorschläge und wählt dann jenen aus, der dem Konsens und damit dem Interessenausgleich am nächsten
118:
is always included as the so-called "passive option" (formerly also named as "zero option"). This is done on the basis that the current state of affairs may be preferable to all new proposals. This option can be formulated positively as
34:
principle and method developed by Erich
Visotschnig and Siegfried Schrotta. The principle is that minimizing participant resistance should be the highest concern when making decisions. The method asks participants to
59:. Although this was a voluntary group of friends, conflict arose whenever they were making decisions. He considered this contradictory phenomenon to be caused by their decision-making process—
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Until now, only one of the books has been translated into
English, and the official website remains available only in German, contributing to much lower reach in the English-speaking world.
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Thanks to the books, talks and workshops, Systemic
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102:. Majority is seen as the "right of the strong", leading to winner-loser situations. Consensus is seen as the "right of the weak", with the
63:. It was at this point Visotschnig first thought that minimizing opposition was different, and more important, than maximizing agreement.
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Proposals are gathered, with the participants being encouraged to submit as many different proposals as necessary. The current
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in the computer industry. In 1979 a group of parents
Visotschnig was part of attempted to found an alternative school in
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Mehrheitsprinzip: "Recht des Stärkeren", Sieger-Verliere-Prinzip. Veto-recht: "Rech des Schwächeren", Blockade-Prinzip.
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is taken to mean opposition or unhappiness towards a proposal. This is justified on ethical and practical foundations.
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asymmetry between positive and negative preference, and the primacy of the negative, is an expression of
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The
Systemic Consensing Principle is to come as close to consensus as possible by minimizing resistance.
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334:. A-bis Gesellschaft fĂĽr Unternehmensentwicklung mbH (2nd, revised ed.). Holzkirchen, Germany.
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Wie wir klüger entscheiden einfach - schnell - konfliktlösend ; [SK-Prinzip]
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Wie wir klüger entscheiden einfach - schnell - konfliktlösend ; [SK-Prinzip]
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Wie wir klüger entscheiden einfach - schnell - konfliktlösend ; [SK-Prinzip]
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Wie wir klüger entscheiden einfach - schnell - konfliktlösend ; [SK-Prinzip]
43:—according to how much they oppose them, and selects the proposal with the lowest score.
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dass sich
Widerstand, der sich im System nicht ausdrĂĽcken darf, gegen das System wendet.
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Systemisches konsensieren : der SchlĂĽssel zum gemeinsamen Erfolg
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The authors contrast the
Systemic Consensing Principle to those of
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tool, founded an institute, and established a network of trainers.
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consider the use of Systemic Consensing for internal decisions.
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821:(in German). pp. 24–25 ePaper, Alle, Berlin 28–29 Nord.
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can't be expressed in the system, turns against the system".
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Schrotta and Visotschnig first met in 1971 while working as
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Das SK-Prinzip oder wie man Konflikte ohne Machtkämpfe löst
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Neue Wege zur Verständigung : der machtfreie Raum
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Smart decision-making systemic consensing for managers
922:"Systemisches Konsensieren - dieBasis - LV Sachsen"
708:. Siegfried Schrotta. Gratkorn. 2011. p. 209.
763:. Siegfried Schrotta. Gratkorn. 2011. p. 25.
652:. Siegfried Schrotta. Gratkorn. 2011. p. 39.
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877:"Mehr Einfluss fĂĽr die BĂĽrger" | Die FURCHE
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408:. Erich Visotschnig. Wien: Zsolnay.
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873:""Mehr Einfluss fĂĽr die BĂĽrger""
16:Group decision-making principle
947:"EinfĂĽhrung in das SK-Prinzip"
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285:and the Saxony branch of the
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39:all proposals—including the
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924:(in German). 2021-02-03
328:Maiwald, Josef (2018).
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