Yesterday was Remembrance Sunday, and on Saturday evening my wife was the compere at a local community concert. It was a commemoration of the end of the 1914-1918 war, and she told me she wanted her outfit to be respectful, dignified and smart. And, as it was in the draughty but lovely Parish church, needed to be warm.

She decided to consult me. There were three options. Two black skirts and a long dress – all to go with a smart grey and black jacket. I lost a little credibility by double-checking the selection criteria, but that was resolved. I took my role seriously, and I established that the rules of consultation (Per Gunning!) were observed.

No, she had not made up her mind; neither was there even a preferred option. No pre-determination! But had I enough information?  I examined each outfit as she successively tried them on. I asked her to turn around, so I could see the outfit from different angles. I assessed the visual impact, and questioned her about comfort, practicalities and definitely felt able to give the matter ‘intelligent consideration’. Another tick in the Gunning box.

For once in our busy lives, we were doing this at a convenient moment with no pressing deadlines. We had sufficient time to do it properly and to satisfy the third of the Gunning Principles. As for conscientious consideration, there is no doubt was totally sincere. After all, I was also taking part in the evening and later on, needed her advice on what tie to wear.

I pondered the decision. I gave my opinion … and it was well received.

Job done, I thought.

Except that, ten seconds later, she swept into the wardrobe and produced a smart dress covered in red poppies – and so obviously right for the occasion. “There’s also this”, she said.  And in one domestic dialogue, illustrated one of the most fascinating characteristics of public consultations. How often has the exercise all but concluded when someone says. “Hang on – there is this additional option ..!” 

This late arrival can take many forms. It might have been an original suggestion, prematurely dismissed at the pre-consultation stage, but, in the light of the dialogue, now looking rather better than the others. It might be something new arising from new information or  recent developments that change the situation somewhat. Or it might be that consultee views have identified new solutions or compromises that were previously thought unworkable.

In fact, one of the biggest advantages of a properly run consultation is that it provides the opportunity to think things through. That very act can, of itself, stimulate a realisation that maybe the wrong question was asked, or that the underlying assumptions was mistaken. It can also be a creative process, yielding new insights and at times forging new alliances and relationships that can be consummated through co-production or co-design.

Reaching for the fourth option may not always change the ultimate decision, (and the morning after, the hemline was deemed unacceptable). But how useful can it be to use a process that gives time to re-think.

Now can anyone think of a contemporary situation where this might apply?