When Will the Public Accept “No”?

Engagement strategies for all-or-nothing decisions

One of the most common frustrations I hear from leaders about community engagement is that the public gets upset when leadership doesn’t abide by public input. To accept a decision, the public needs to know that leadership cares about everyone’s well-being, hears public feedback, and considers their ideas.

The traditional hearing format does not meet those needs. Moreover, because simply saying these things sounds like empty promises to a mistrusting public, you must prove your intentions by employing the engagement strategies below.

Context

·       State your intention. Tell the public that your job is to maximize the whole community's well-being over time, not ensure everyone is happy with every decision.

·       Explain consequences. You have to say it: not everyone can get what they want. Then, remind people throughout the process.

·       Frame the public’s role. Is the public there to provide essential input, co-create a solution with you, or make the decision themselves?

Design

·       Involve the public as soon as possible. The sooner the public is involved (ideally by helping you define the problem), the more likely they are to trust the process.

·       Ask an honest question. Asking for input on an almost-decided question only frustrates people; find a question you genuinely want help answering.

·       Offer options. People appreciate having a tangible choice because it meets their need for autonomy, especially if the public has a hand in creating those options (if they can see their input in an option, they know their thoughts have been considered).

·       Identify trade-offs. Make sure the public knows that every option comes with a price, which confronts the public with the tough decisions you make every day.

Facilitation

·       Use small groups. Also, use small groups to discuss the issue at hand, which allows more people to speak and be intimately heard than when you take comments in a large group. Small groups help people empathize and lead to a better understanding of other (competing) points.

·       Get grounded. Debating abstract issues doesn’t foster understanding, empathy, or collaboration. So, rather than ask, “What’s the problem?” have small groups “Tell a story of how you live this issue day-to-day.”

·       Make it about “us”. People show up wanting to express their own needs and concerns. To get people out of “me-only” thinking, ask, “What can we do together that we can’t do alone?”

·       Validate & empathize. When taking feedback after small group discussions, offer why they are right to see the issue that way (which does not mean agreeing to their request).

·       Understand why. Asking, “Why do you want that?” helps people feel heard and allows you to find other ways to give them what they want. For example, people might object to a new commercial development in their neighborhood. Still, if their underlying “why” is a potential increase in traffic, you can address that issue without killing the deal.

Explanation

·       Explain why not. Leaders often skip the most obvious step: explaining why they couldn’t do what the public asked (be sure to address each “losing” request or argument).

·       Commit to lessen negative impact. To show you care about the effects of a decision on everyone, tell them you will work with them to ameliorate any adverse effects.

·       Close with patience. Remind people that while they might not have gotten what they wanted, your goal is to support the common good and that another issue will tip their way in the future – but that you need them to hold you accountable for equity over time.