Hi there folks! We’re running a workshop next month on ‘e-campaigning’; using social media for social change, and how an in depth understanding of the broader changes (in communication, learning, sharing and management) enabled by online technology, can help your organisation to get more from your online campaigns.
It’s happening from 2:00-4:30 on November 1st, in Central London and is being run on a Pay What You Think Its Worth basis (not as catchy as PWYC, I know…). We only have a limited number of spaces available, so please book-on and help share the details with the managers in your lives who may not yet have taken-up the technologies some of are finding more-and-more critical to our campaigning work.
If we seem to know we do better when we aren’t just being told what to do, why do we keep telling each other what to do? Wouldn’t a supportive atmosphere be a more effective way of getting things done? Many of us have seen this work in learning environments, why not learn from it in working environments?
A few years ago I was running community training courses fairly regularly. At some stage, I had a realisation that many before me had also had: that people seemed to learn the best when they were doing stuff, not me.
Thus, I began to embrace the art of facilitation: how much can you help a group of people walk down a path they’ve never been, without giving them the directions? What combinations of well-timed, targeted questions, suggestions and anecdotes, will enable people to learn what you (broadly) want them to learn, in the way that they want to learn it (and ideally remember it)?
The same debate I was having with myself had been had many times previously and had led to some fairly significant shifts in non-classroom-based learning, as well as numerous alternative school movements. The move was away from the concept of a single expert, putting lots of information into the heads of their less-qualified pupils, towards one where everyone played a part – not only because we all remember better when we do, but also from a firm belief that we all have something to contribute, given our unique experiences.
Like so many things, some old Chinese folks seemed to have figured this out many centuries before myself, or the countless ‘radicals’ who gradually started to see the problems with traditional training/teaching in the 1960s and ‘70s:
“Tell me and I’ll forget; show me and I may remember; involve me and I’ll understand.”
Several hundred years later, some of us in the West realised they were probably right. Sadly, many of our learning institutions are still clinging to a perceived supremacy of the old ways…
Yesterday I was reading about some ‘radical’ management ideas… many of which seemed to echo this thinking from the world of education, namely, that people do things better when they are given the chance to do them themselves and that people from all ‘levels’ of an organisation have contributions to make at all levels of that organisation… (if ‘levels’ are even an appropriate form of organisation in their own right…)
“We have this obsession with ‘leadership’. It’s maybe intended to empower people, but its effect is to disempower them. By focusing on the individual, even in the context of others, leadership can undermine a service of community… When [former IBM CEO Gerstner] heard of the initiative [to get the company into E-business, from a programmer], he encouraged it. That’s all. Instead of setting the direction, he supported the direction setting of others… What should be gone is this magic bullet of the individual as the solution to the world’s problems. We are the solution to the world’s problems, you and me, all of us, working in concert.” [Leadership and Communityship, Henry Mintzberg, Financial Times, October 23 2006]
“When social innovations take flight… the innovators are influencing their context while their context is influencing them in an endless to and fro. Decisions are made, actions are taken but it is not always clear how they came about. There is a wonderful sense of collective ownership: all who are involved feel this is their project, their cause, their time to change the world. [Getting to maybe: How the world is changed, Frances Westley et al, Vintage Canada, 2006]
“Most of our programmes are based on the notion of giving employees control over their own lives. In a word, we hire adults, and then we treat them like adults… Outside the factory, workers are men and women who elect governments, serve in the army, lead community projects, raise and educate families… but the moment they walk into the factory, the company transforms them into adolescents. They have to wear badges and name tags, arrive at a certain time, stand in line to punch the clock…” [Managing without Managers, Ricardo Semler, Harvard Business Review, September-October 1989]
‘Is facilitation the new management?’
Trendy buzzword headlines aside, I can’t help but notice an emerging pattern here towards a more facilitatory approach…
What if, instead of managing organisations, we facilitated them?
While, as others suggested when I put this idea on Twitter yesterday, I’m not keen to create new jargon, I do think ‘facilitation’ provides an understanding of getting things done in group dynamics that is fundamentally different from most of that which we have dubbed ‘management’ in recent centuries.
But rather than provide more quotes from my endless reading into the geeky world that is management philosophy, in the spirit of this post, I’d be keen to hear yours;
Is the facilitation/management distinction a useful or counterproductive one?
Have you been involved in something you might describe as facilitation in a workplace?
Did you feel there was practical value in this approach?
Did it create unexpected problems for anyone involved in the process?
How would you aim to convince someone who practiced ‘traditional management’, that there was a better alternative in facilitation (whether calling it that or not)?
Anything else you might have thought of while reading this?
*I originally wrote this piece for FairSay.com in March 2010*
Though people have managed to self-organise throughout human history, we are at a moment where the fusion of this self-organisation, with ever-expanding social technology, is creating spaces that no longer require the type of ‘leadership’ we’ve become so used to… So what does this mean for traditional campaigning organisations? _____________
Image courtesy of Steve Lawson
Do we live in a leaderless world? Obviously not – we don’t have to look far to see how the decisions of bosses and politicians shape much of our everyday lives. Are there places in our world that exist outside of a top-down form of leadership? Yes – people collectively-organise, often to great effect, in many realms of life. And though this has been the case for all of human history – whether in church groups or terror networks – we are at a moment where the fusion of this kind of self-organisation, with ever-expanding social technology, is creating spaces that no longer require the type of ‘leadership’ we’ve become so used to.
For those of you already immersed in this world, the modern-legend that is Trafigura – the story of the PR firm that won an injunction against the reporting of Parliamentary proceedings involving its client, and then had it over-turned by a leak and a spontaneous, 12-hour online uprising in the ‘Twittersphere’ – is likely a familiar one by now. What the Trafigura ‘campaign’ represents though, is more than a ‘good over evil’, or ‘David and Goliath’ kind of victory – it represents a fundamentally different way of achieving social change, than that which most of our organisations will have had any previous experience being a part of.
What’s different about Trafigura?
What’s different about Trafigura, is the absence of a ‘head’; a lead body – usually an organisation, but at least a charismatic individual – who can determine, broadly, the direction through which a likeminded group can move to achieve its aims. The only ‘leader’ of this campaign, was the idea that people have a right to know what happens in Parliament, regardless of the reputational effects that may have on the people or groups involved. And that was it – this idea exploded and very quickly became a trending topic on Twitter, feeding into a range of major blogs, mainstream news stories and, within half-a-day, the repeal of the gag order itself – a campaign victory by any traditional measure. But no single person or group could honestly claim the victory, because what happened was bigger than any of the individual parts.
What does this mean for us?
So what does all this mean for traditional campaigning organisations? Potentially, a lot, though it is still ‘early days’. We can no longer assume that our knowledge, history of voice, or positioning will place us at the centre of mass collective sentiment around our issues or areas of work. On some level, the ‘need’ for a central organising body in a campaign seems – at least superficially – to be less relevant that it has ever been. As so many people can achieve critical mass, without being told to attend a particular event, or sign up to an organisation’s platform, the potential for self-organisation is vast, and can, at times, outweigh the benefits of subscribing to an organisation’s campaign actions. As institutions, it is impossible for us to move as quickly as individuals can, in response to an event or a piece of news. With the connecting power of social media, vast numbers of individual people are able to move very quickly, in roughly the same direction, without a helmsperson to steer the ship.
So are we, as campaigning organisations, on the verge of forced redundancy, in light of this shift towards decentralisation? No… or at least not necessarily.
If, in the coming months and years we are able to adapt to this changing terrain, and accept, that we won’t always be able to ‘lead’ every campaign we want to take on, I think we will find our roles to be ever-more important, as e-campaigning becomes part of more and more peoples’ social media routine. Alternatively, if we cling to the more traditional, command-and-control mechanisms of brand consistency and uniform messaging, people may very well find other ways of getting themselves heard on the issues they care about, that are less-restricting to their personal schedules or ideas of activism.
Practically speaking though, what would campaigning look like in this new environment? The ever-allusive answer is that it could look like a lot of different things, which is another reason it may be harder for some organisations to adapt effectively. It’s much harder to plan for a campaign when you:
don’t know when it might happen
don’t know exactly what it’s going to be about, and
don’t know what contribution you might be making to it.
What to do about it
But luckily we’re not flying totally blind here and there are still things we can do to prepare! The key is in flexibility; if a Trafigura-esque (spontaneous, leaderless) ‘campaign’ emerges within your area of expertise:
Make sure you’ve already got the relevant information available online – reports, stories, interviews – so you can start to link to it and share it around, as soon as the topic appears to be taking off. If people are linking to your information repeatedly, it builds a collective sense of trust that your messages carry some authority in the given area. Trust will make your next steps that much easier.
Figure out who the others are who seem to have some authority on the issues. This may cut against some organisations’ instincts, but promote what they are saying and doing as well, whether via Twitter, a blog, your website, or a Facebook page. Reciprocity is an important tenet of social media culture, and will inevitably benefit your both work and your cause, if you can demonstrate that you’re involvement is bigger than just your organisation.
Lastly, (and maybe most importantly) be prepared to offer whatever makes sense to those in the ‘campaign’ who are most active and vocal. Maybe this means providing a meeting space for activists looking to move their online actions into ‘real world’; maybe this means making an introduction to a relevant politician whom you’ve already built a relationship with; maybe this means setting-up a one-off campaign action for supporters to engage with… your potential types of contributions in such a situation could be endless, but your potential returns could be greater than those of many of our most successful traditional campaigns.
The potential for unprecedented numbers of people to come together to affect change has never been greater; let’s make sure that, though we might not be in the middle of it all, at least we can find ourselves a place where it counts…
I was recently invited by Graham Allcott of ThinkProductive, to record a conversation about some of the human institutions ideas I’ve been kicking around. If you get past my moderately frantic body language (does anyone else get this excited about management structures???), I think we managed to pull out some good ideas on where bureaucracy comes from (even in the most well-meaning public and voluntary organisations) and what we can each do in our workplaces to find alternative ways of getting things done.
If you’re interested in finding-out more about the human institutions concepts, we’re running a workshop in London on July 22nd (Pay What You Can/ Pay What You Think It’s Worth) and we’d love to have you along! Click the yellow button below to sign-up: