The Incompatibility Principle is a corner-stone of the theory of fuzzy sets and systems. To deal with such issues, consensus seeking parties must develop an ability for a broad 'poly-ocular' vision, encompassing large variety of different images, attitudes, and opinions. It is exactly this process which drives a consensus-seeking enterprise and helps public participation to work. Consensus is no longer considered as a similarity cluster of clearly articulated and unambiguously defined stakeholders' viewpoints. This is simply because such viewpoints are hardly ever found in the turbidity of human interactions.
Consensus ceases to be a peaceful long-term commonality of stakeholders' interests.
Such commonality grows on determinacy and stability. Unfortunately, neither determinacy nor stability characterise complexity of human interactions and communication. The more we reach for commonality in human interactions, the farther away it seems to be. An irreducible indeterminacy constantly emerges when we explore deeper both variety and uncertainty of decision-making. Paradoxically, instead of consensus being the power house of common social action, it is 'dissensus' which operates in a consensus seeking enterprise, permanently implanting chaotic vibrations in the process of communication.