The Decision Framework

The Feedback Process

When your action needs feedback (middle tier), here’s how to gather it effectively:

1. 1. Document Your Proposal

   Write a clear description including:

   • What you want to do
   • Why it’s needed
   • How it affects others
   • Estimated cost and timeline
   • How to provide feedback

2. 2. Post in Multiple Places

   • Wiki or documentation site
   • Slack/Discord announcement
   • Physical board in the space
   • Mailing list if significant

3. 3. Set a Deadline

   • Small changes: 72 hours
   • Medium changes: 7 days
   • Large but not permanent: 9-14 days

4. 4. Address Feedback

   • Acknowledge all input
   • Adjust plan if needed
   • Explain if you can’t accommodate
   • Find compromise when possible

5. 5. Proceed or Escalate

   • No objections? Do it!
   • Minor concerns? Address and proceed
   • Major objections? Bring to meeting
   • Deadlock? Board mediates

Membership Meetings

Some decisions need face-to-face discussion. Here’s how our meetings work:

Regular Meetings

• Frequency: Monthly, first Tuesday
• Time: 7:00 PM
• Location: Main area of the space
• Who can attend: Anyone (guests welcome)
• Who can vote: Dues-paying members

Meeting Agenda

1. Welcome and introductions (5 min)
2. Review previous meeting actions (5 min)
3. Officer reports (10 min)
4. Old business (15 min)
5. New proposals (30 min)
6. Open discussion (15 min)
7. Action items and close (5 min)

Proposal Process

• Post proposal 14 days before meeting
• Present proposal at meeting (5 min max)
• Q&A and discussion (10 min max)
• Modify based on feedback if needed
• Call for consensus or vote

Consensus vs Voting

We Prefer Consensus

Consensus doesn’t mean everyone loves the decision, but everyone can live with it. Signs of consensus:

• No strong objections raised
• People saying “I can live with that”
• Thumbs up or sideways (not down)
• General nodding and agreement

When to Vote

If consensus fails after reasonable discussion:

• Board elections (always vote)
• Bylaw changes (2/3 majority required)
• Budget over $500 (majority)
• Membership issues (majority)
• Deadlocked after 15 minutes discussion

Blocking Consensus

Anyone can block consensus, but it’s a serious action. If you block:

• Explain your fundamental concern
• Propose an alternative if possible
• Be willing to work toward resolution
• Consider if it’s really block-worthy

Blocking should be rare. Most concerns can be addressed through modification.

Special Decision Types

Emergency Decisions

When immediate action is needed (safety, legal, infrastructure failure):

• Any member can act to protect safety
• Any board member can make emergency decisions
• Document actions taken
• Report at next meeting
• Retroactive approval if needed

Financial Decisions

Access Decisions

• New member approval: Board reviews application
• Key/card access: After orientation completion
• Tool certification: Certified member signs off
• Access revocation: Board decision with member appeal rights
• Banning: See Community Standards process

Documenting Decisions

All decisions need documentation proportional to their impact:

Individual Actions

• Note in appropriate log or wiki
• Receipt in expense folder
• Before/after photos if visual change

Feedback Decisions

• Original proposal preserved
• Feedback received noted
• Final implementation documented
• Outcomes tracked

Meeting Decisions

• Recorded in meeting minutes
• Posted within 7 days
• Action items tracked
• Follow-up at next meeting

When Decisions Conflict

Sometimes decisions or actions conflict. Here’s the precedence:

1. Safety always wins - Safety concerns override everything
2. Legal requirements - We must follow the law
3. Bylaws - Our governing document
4. Meeting decisions - Group consensus/votes
5. Board decisions - Within their scope
6. Do-ocracy actions - Individual initiative

When same-level decisions conflict:

• More recent generally wins
• More specific overrides general
• Irreversible overrides reversible
• Talk it out when unclear

Tips for Good Decision Making