Imagine wanting to change how a shared workshop lends its tools. You can see a problem and are willing to fix it, but waiting for the next all-member meeting would take weeks. An advice process gives you a path: consult people who will be affected and people with relevant expertise, consider their advice, then make the decision yourself.
The distinctive move is to separate a duty to consult from a duty to obtain agreement. The electrician might explain an overlooked safety issue; the volunteer managing bookings might propose a simpler system. Neither automatically becomes a veto holder. The person initiating the change remains responsible for the choice.
Taking advice seriously
That freedom depends on more than announcing a decision after it has effectively been made. People need enough information and time to respond, and the initiator must genuinely be able to revise the proposal. A short written explanation can show what changed and why some advice was not followed.
Organizations can reserve particular matters for other procedures: spending beyond a limit, legal commitments, or changes to somebody else's role. Otherwise, an energetic member could use an informal process to overrun less available colleagues. The method shifts effort from collecting everyone's permission to finding the right knowledge and accepting visible responsibility.