Decision-making in cohousing

In cohousing, residents run their own community. That means deciding together on everything from the design of the common house to the cleaning roster, pet rules, budgets and how to welcome new members. Done well, shared decision-making builds trust and ownership. Done badly, it leads to long meetings, frustration and conflict.

This guide explains the methods cohousing communities commonly use, how to run good meetings, the role of working groups, how to handle conflict and how informal decision-making fits with legal requirements such as strata law.

Why shared decision-making matters

Shared, non-hierarchical decision-making is one of the defining features of cohousing (see cohousing explained). It helps ensure that:

• everyone has a voice;
• decisions reflect the community's values;
• people support decisions because they helped make them;
• no single person or small group dominates.

Common methods

Consensus

In consensus decision-making, the group discusses a proposal until it reaches a decision everyone can support or at least accept. Members may:

• agree;
• stand aside, not supporting the proposal but not preventing it;
• block, a serious objection that, if valid, stops the proposal.

Consensus can produce strong, well-considered decisions but can be slow, and blocks can be misused. Many groups define when a block is valid, for example only when a proposal conflicts with the community's core values.

Sociocracy

Sociocracy, also called dynamic governance, was developed in the Netherlands, with Gerard Endenburg a key figure from the 1970s. Its features include:

• circles: working groups with defined areas of responsibility;
• double links between circles, so information flows both ways;
• consent decision-making: a decision proceeds unless someone has a reasoned, paramount objection;
• elections by consent for roles;
• regular review of decisions.

Sociocracy can make decisions faster than consensus while keeping everyone's voice.

Voting and fallbacks

Many communities use voting for some decisions, or as a fallback when consensus can't be reached after a set process, for example a 75% supermajority at a second meeting.

Working groups and delegation

Whole-community meetings can't handle every detail. Most communities delegate to working groups or circles for areas such as finance, maintenance, gardens, meals, membership and community life. Each group should have:

• a clear purpose and area of responsibility;
• decision-making authority within agreed limits, such as a budget;
• a way to report back to the whole community.

Running good meetings

1. Prepare an agenda in advance, with times for each item.
2. Circulate proposals beforehand, so people can read and think.
3. Use a trained facilitator, rotating the role and offering training.
4. Separate discussion from decision: explore first, then decide.
5. Record decisions clearly in minutes, and keep a decision log.
6. Keep to time and schedule follow-ups for unresolved items.
7. Review meetings regularly and improve the process.

Handling conflict

Conflict is normal in any community. What matters is how it's handled. Helpful practices include:

• community agreements about how people treat each other;
• talking directly with the person concerned, early and calmly;
• a conflict resolution process, with steps from informal conversation to facilitated meetings;
• trained mediators, within the community or from outside;
• check-ins and social time, which build trust that makes disagreements easier.

Community agreements

Write down agreements on matters such as:

• participation expectations (meetings, working bees, meals);
• use of the common house and guest rooms;
• pets, noise, parking and children's play;
• shared costs and how they're divided;
• how new members join and how homes are sold or rented.

Review agreements periodically.

Fitting with legal requirements

If your community is a strata scheme, company or co-operative, some decisions must follow legal processes, such as owners' corporation meetings and resolutions under strata law. Many communities make decisions together informally and then formalise them through the required legal process. Your lawyer can help design governance that works within the law.

Remember that the goal of any method is good decisions that people support. If your process isn't achieving that, change it. Communities often adjust their methods several times over the years, learning from experience and from other communities about what works for their size, culture and circumstances.

Common mistakes

• Taking every detail to the whole community.
• Allowing blocks without clear criteria.
• No process for resolving conflict.

A sample decision process

Here is how a community might handle a medium-sized decision, such as replacing the common house's kitchen equipment:

1. A working group investigates options and costs, and drafts a proposal.
2. The proposal is circulated to all residents at least a week before the meeting, with background information.
3. At the meeting, the facilitator invites clarifying questions, then a round of reactions.
4. The working group refines the proposal if needed, either at the meeting or for the next one.
5. The community decides, by consensus or consent, with any concerns recorded.
6. The decision is logged with the date, the decision and who will act on it.
7. The working group reports back once the work is complete.

This structure keeps meetings focused, gives everyone a chance to contribute and creates a clear record.

Decisions that need extra care

Some decisions deserve more time and care, such as:

• changes to community agreements or core values;
• large spending or new levies;
• membership and the sale or rental of homes;
• major changes to buildings or grounds.

Many communities require a longer notice period, two meetings or a higher threshold for these decisions.

Inclusive participation

Not everyone can attend every meeting, and not everyone is comfortable speaking up in a group. Communities can make participation more inclusive by offering written input before meetings, holding meetings at varied times, providing childcare, using rounds so everyone has a turn, and checking in with residents who are often quiet.

Learning together

Decision-making skills improve with practice. Many communities run workshops on consensus, sociocracy, facilitation and communication, sometimes with outside trainers. Reviewing how meetings went, and trying small changes, helps a community find a rhythm that suits it. New members benefit from a short introduction to the community's methods and agreements.

It also helps to separate decisions about values from decisions about details. Agreeing first on what matters, for example keeping costs low or making the garden child-friendly, makes later choices about specific options much quicker, because the group already shares a set of criteria to measure them against.

Key points

Cohousing communities commonly use consensus or sociocracy, often with a voting fallback. Delegate detail to working groups, run structured meetings with trained facilitators, write community agreements and a conflict process, and make sure informal decisions are formalised where the law requires.