Many social change organizations have in the past 10 years begun to function as "participatory democracies"-making their decisions directly, face to face, by consensus, and with a presumption of equality among the members. In spite of the practical, psychological, and moral advantages of this form of organization, certain problems recur. This essay examines three of those problems: the greater length of time involved in decision making, the greater emotional intensity of the interaction, and the persistence of ingrained inequalities of influence-and suggests concrete ways that groups may deal with the issues involved.
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