4 Decision-Making Stairs

The 4-fold practice, re-loaded

Self-organized decision-making in oikos is complex. The 4 Decision-Making Stairs give a simplified overview of the different possible decisions making practices we follow

oikos Decision Making Stairs

How to choose a practice?

We encourage individuals to make as many decisions on their own and in their circles as possible (1 &2). These decisions are fast and create momentum. We consider the reversibility and consequence of a decision before moving to another decision-making practice. The more people impacted, the higher we move in the decision-making stairs and the more advice we ask for. The highest possible stair represents decisions where the wider oikos community is involved. What you will experience is that you will use less energy in decision processes if you follow the stairs, both of your own and in the team.

In general, you can always ask for advice and also delegate a decision if you believe the decision falls under the authority of another role or circle.

If you are not sure what kind of decision process you’re about to enter, think about:

• the questions that guide the decision

• the scope of impact (long-term/short-term; few/many people involved),..

• or ask your colleagues for advice which process would suit best :)

There is one exceptional case, legislative assembly decisions (see step 4 ALL OF OIKOS)

ME - Decisions you take as an individual & role ownerWE - decisions taken by & across circlesALL OF US - Decision taken by the whole oI teamALL OF OIKOS- Decisions that require the whole oikos community

On leadership in taking decisions

Decisions require leadership from the decider in moments of drafting a proposal, including others in the process and/or handling objections. The decider must not have all the answers and it’s OK to say “I don’t know”. It is much more about inviting different perspectives and being open for critical objections. In the best case, the decider creates an environment in which all ideas find a space and collaborative decision-making can happen.

It also takes leadership in choosing the right decision-making process for an open question. The decider balances reversibility and consequences, and considers/asks for advice from relevant roles and circles. Choosing between group consent process, advice or community advice process is a trade-off between efficiency and group buy-in. Deciders choose the most suitable method based on the context, people impacted by the consequences of decisions, and urgency.