Quaker methods for decision-making
The Quaker Business Method of conducting meetings for business and arriving at decisions is quite different from that of most businesses.
The primary objective is to seek unity in decisions: to find a way forward that is acceptable to all present. This is not so easy to do, especially when the issue is a controversial one, or when there are strongly held opposing views. The outcome is not necessarily one that everyone agrees with, but one that all present can accept, in the knowledge that their views have been heard and considered. We must recognise that a minority view may continue to exist.
There are some Quaker ways of conducting meetings which others might find useful.
The use of silence
Silence itself has no magic. It may be just sheer emptiness or absence of sound. However, the effective use of silence in business meetings can create a powerful atmosphere for the receipt of inspiration and guidance.
Quaker meetings for business always begin and end with a period of silence. At the beginning the silence helps us to quieten the ego and to break off from what was being done before the meeting. It also gives time to focus on the task at hand and to concentrate on playing your part in discerning the way forward. Silence at the end helps to provide a peaceful closure and reflection.
Some of us have found that in tense or emotionally charged situations, a short period of silence can have a calming effect. When discussions become heated, the call for a few minutes’ silence to reflect on the matter under consideration often helps.
Conduct of business meetings
Every meeting for business is chaired by an appointed clerk. The clerk’s job is not just to keep the meeting going according to the agenda, or to record the proceedings in minutes that will be disseminated afterwards. The clerk’s primary role is to be able to gauge the sense of the meeting, and to bring minds together so that an acceptable way forward can be agreed. When the way forward has been found, the clerk drafts a minute recording the decision, which is agreed by all those present.
This method takes patience and insight, but it has advantages. It enables all opinions to be heard so that everyone should be comfortable with the outcome. It creates clarity because the minute has been agreed at the time, whilst the issues are fresh in people’s minds. This reduces subsequent differences of opinion and revisions to minutes. The entire meeting has ownership of the minutes.
Meeting for clearness
This is a special form of meeting to help a person or group of people make a difficult decision or to seek guidance at times of change or difficulty. A small number of people are appointed for their special knowledge or experience to help those present become clear about possible options and ways forward. A relaxed atmosphere of trust is important and confidentiality must be maintained within the group. A facilitator should be chosen to assist in clarifying the questions. This is a time for listening with undivided attention.
Applications in modern business contexts
The Quaker approach to decision-making offers valuable insights for contemporary organisations facing complex challenges. In an era where stakeholder engagement and inclusive leadership are increasingly recognised as essential for sustainable success, these time-tested methods provide practical frameworks that modern businesses can adapt.
Many organisations struggle with decision-making processes that either move too slowly through endless consultation or too quickly without adequate input from affected parties. The Quaker method offers a middle path: thorough consideration that leads to genuine commitment from all involved.
The emphasis on seeking unity rather than mere majority consensus is particularly relevant in today’s diverse workplaces. When teams include members from different cultural backgrounds, professional disciplines, and generational perspectives, finding ways forward that everyone can support becomes crucial for effective implementation.
The role of listening in organisational leadership
Central to the Quaker business method is the practice of deep listening – not just waiting for one’s turn to speak, but genuinely seeking to understand different perspectives and discern collective wisdom. This approach challenges the conventional model of leadership where decisions flow from the top down based on hierarchical authority.
In practice, this means creating space for all voices to be heard, particularly those who might normally remain silent in traditional meeting structures. It requires leaders to model vulnerability by acknowledging when they don’t have all the answers and genuinely seeking input from colleagues at all levels.
The clerk’s role in Quaker business meetings provides an alternative model of facilitative leadership. Rather than pushing through predetermined agendas, the clerk’s task is to help the group discover its collective wisdom and find solutions that serve the common good while respecting individual concerns.
Building trust through transparent processes
The Quaker practice of agreeing minutes in real-time addresses a common source of organisational frustration: the gap between what people thought was decided in meetings and what appears in subsequent documentation. By ensuring that everyone present confirms their understanding of decisions before leaving the room, this approach builds trust and reduces later conflicts.
This transparency extends to acknowledging dissenting views within the formal record. Rather than pretending that unity means unanimity, Quaker methods recognise that healthy organisations can hold creative tension between different perspectives whilst still moving forward effectively.
Practical implementation strategies
Organisations interested in incorporating elements of the Quaker business method don’t need to adopt it wholesale. Small experiments can yield significant benefits:
Starting meetings with a moment of reflection, even just sixty seconds, can help participants transition from previous activities and focus on the task at hand. This doesn’t require any particular spiritual framework – it simply creates space for mental preparation.
Introducing periods of silence during heated discussions gives people time to process emotions and consider other viewpoints before responding. This often leads to more thoughtful contributions and less reactive exchanges.
Training meeting facilitators in techniques for drawing out quieter voices and helping groups find common ground can improve decision quality whilst building team cohesion.
Implementing “clearness committees” for major decisions – small groups tasked with helping decision-makers think through complex issues – can provide support for leaders whilst ensuring broader organisational wisdom informs important choices.
Challenges and considerations
The Quaker business method requires significant time investment and works best in organisations with strong relationships and shared values. It may not suit every situation, particularly when urgent decisions are needed or when participants lack commitment to finding mutually acceptable solutions.
However, the underlying principles – seeking broad input, creating space for reflection, building genuine consensus, and maintaining transparency – remain valuable even when the full process isn’t feasible.
Conclusion: wisdom for contemporary challenges
As organisations grapple with increasing complexity, stakeholder expectations for meaningful consultation, and the need for decisions that can be implemented effectively across diverse teams, the Quaker business method offers tested approaches that address these contemporary challenges.
The method’s emphasis on collective discernment over individual authority, patience over speed, and unity over mere efficiency provides a counterbalance to prevailing business culture whilst offering practical benefits for organisational effectiveness.
Most fundamentally, these approaches recognise that good decisions require not just analytical rigour but also wisdom, empathy, and genuine respect for the perspectives and concerns of all those affected by the outcome. In a world where many feel unheard and undervalued in their workplaces, such practices offer hope for more inclusive and effective organisational leadership.