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Consensus Decision-making/26 rating another's perspective with your own so that a new perspective emerges. It is suspending disbelief, even if only temporarily, so you can see the gem of truth in ideas other than your own. It is a process of creativity, synthesis, and openmindedness which leads to trust-building, better communication and understanding, and ultimately, a stronger, healthier, more successful group. The next step is the development of aii organization which is non-hierarchical or egalitarian. A corresponding structure would include: participatory democracy, routine universal skillbuilding and information-sharing, rotation of leadership roles, frequent evaluations, and, perhaps most importantly, equal access to power. Hierarchical structures are not, in and of themselves, the problem. But their use concentrates power at the top and, invariably, the top becomes less and less accessible to the people at the bottom, who are usually most affected by the decisions made by those at the top. Within groups (and within . society itself), there becomes a power elite. In an egalitarian structure, everyone has access to power and every position of power is accountable to everyone. This does not mean that there are no leaders. But the leaders actively share skills and information. They recognize that leadership is a role empowered by the entire group, not a personal characteristic. A group in which most or all of the members can fill any of the leadership roles cannot easily be dominated, internally or externally. The last and most visible step toward revolutionary change in group process is the manner in which members of the group interact with each other. Dominating attitudes and controlling behaviour would not be tolerated. People would show respect and expect to be shown respect. Everyone would be doing their personal best to help the group reach decisions which are in the best interest of the group. There would be no posturing and
