Facilitation · The five-step decision process fits in a 30-90 minute meeting; conflict work can take half a day or more.

Deep Democracy (Lewis Method)

The Lewis Method of Deep Democracy is a facilitation approach for decisions and conflict that treats minority and unspoken views as information the whole group needs. Developed by Myrna and Greg Lewis in post-apartheid South Africa, it adds the wisdom of the minority to majority decisions to reduce hidden resistance.

When to use Deep Democracy (Lewis Method)

When a group risks saying yes while acting no, when there is visible or suspected conflict, or when minority views tend to be ignored.

How Deep Democracy (Lewis Method) works

Use the five steps as the process for any group decision where dissent may be hidden: run the rounds, vote, then ask the minority what they need. Plan deeper conflict tools only for sessions where tension is already visible.

Phases of Deep Democracy (Lewis Method)

  1. Gather all perspectives: Invite every view on the issue, including ones that oppose your own or the majority's.
  2. Make it safe to say no: Actively look for the alternative voice by asking whether anyone thinks differently. Make dissent easy to voice.
  3. Spread the alternative view: Ask who shares the minority view, even partly, so it is no longer held by one person alone.
  4. Add the wisdom of the minority: After a majority vote, ask the minority what they need to go along with the decision and add it to the decision.
  5. Dive into the unconscious: When the group is stuck, use deeper tools (such as a structured argument or role work) to surface what is not being said.

Key principles

  • There is wisdom in the minority view
  • Groups have a conscious and an unconscious layer
  • Resistance is information
  • Majority decides, minority wisdom is added

Best for

  • Team decisions with hidden disagreement
  • Organisations in conflict or change
  • Diverse or polarised groups
  • Leadership teams

Considerations

  • The deeper conflict tools need trained facilitators; misused, they can escalate tension.
  • Based on Arnold Mindell's process-oriented psychology; independent research on outcomes is limited.
  • Assumes the group has authority to act on what it decides.

Attribution & sources

Developed by Myrna Lewis and Greg Lewis, late 1990s

Primary source

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