Consensus dynamics and global governance frameworks: insights from the Kimberley Process on conflict diamonds

Abstract

One of the central challenges for scholars of global governance is that the published charters, guidelines, rules, and final documents of global governance frameworks provide an incomplete understanding of how decisions are actually made within such international forums. Much of what is considered global governance occurs behind closed doors during teleconferences, official meetings, and informal side-meetings. This challenge is magnified in global governance frameworks that are driven by consensus-based decision-making. This article tackles this challenge by providing insights into the consensus-based decision-making processes of the Kimberley Process on conflict diamonds. In so doing, the article advances the debates on global governance in two ways. First, it draws upon participant observations, interviews with state and non-state actors, and privileged access to key documents in order to illustrate and assess how governance ‘crises’ concerning two Kimberley Process Participants – Republic of the Congo and Zimbabwe – are addressed by this global governance framework. Second, the article discusses future governance challenges for the Kimberley Process as well as highlights the promise and limitations of consensus-based decision-making within global governance frameworks.