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21. WORKING WITH ADVISORY GROUPS <br />negotiation table. This may require field trips or other common <br />activities where group members get to know each other personally, <br />not just as representatives of positions. <br />• Have each member write a short statement of what they wish to <br />achieve through the group's work; then discuss these expectations in <br />an information sharing meeting. <br />• Ensure that each member understands the group's mission and <br />objectives. <br />• Before trying to address issues, make sure that there is a clear and <br />satisfactory statement of what the issues are. <br />• When proposals for a decision are being made, seek a number of <br />options, rather than trying to draft a single statement. The options <br />must embody the differing viewpoints of participants. They can then <br />be examined by everyone for pros and cons. <br />• When different viewpoints or options are presented, take the time to <br />hear each participant, without judging or condemning the proposal at <br />first hearing. Most communication gaps begin with problems in <br />listening and unwillingness to let a speaker make his or her point. <br />• Everyone must be willing to re -open issues or concerns already <br />decided if a new compromise changes the way a member perceives <br />the balance of interests taking shape. Tolerance for this review must <br />be balanced by a respect for the group's work by each member. <br />• Consensus cannot survive if any members of the group are working to <br />achieve a hidden agenda or using a manipulative strategy. Concerns <br />have to be explicit and all cards must be placed on the table. <br />• Sometimes, compromise is not acceptable to one or more of the <br />participants in an advisory group. In these cases, it may not be <br />possible to achieve consensus on a single proposal. The remedy for <br />this situation is to present either a minority report or a range of <br />alternatives. With either approach, it is essential to give reasons for <br />the alternatives, so that they can be assessed by the agency. It <br />should be remembered that the closer to consensus an advisory <br />group can get, the more likely it is that their recommendations will be <br />accepted and implemented. <br />176 <br />