On my bike, between meetings last week, I was passing St Paul's Cathedral in London so I wandered through the Occupy London Stock Exchange 'tent city'. Occupy LSX has divided opinion. At the meeting I was going to - a workshop of organisational development consultants, facilitators, coaches - some people made rather snide remarks about the likely impact of the first cold weather on the protesters, and about unoccupied tents. There's a retort here about the infamous thermal imaging scoop. Others were interested in and sympathetic to the dissatisfaction being expressed, but frustrated by the lack of a clear 'ask' or alternative from the occupiers.
Emergent, self-organising, asks and offers
What struck me, however, were the similarities between the occupy area itself, and some really good workshops I've experienced. There was plenty of space given aside for 'bike rack', 'grafitti wall' and other open ways of displaying messages, observations or questions. There was a timetable of sessions being offered in the Tent City University, and another board showing the times of consensus workshops and other process-related themes.
There was a 'wish list' board, where friendly passers-by could find out what the protesters need to help keep things going. Marker pens and other workshop-related paraphernalia are needed, as well as fire extinguishers and tinned sweetcorn.
I saw these as signs of an intentionally emergent phenomenon, with a different kind of economy running alongside the money economy. Others have blogged about the kinds of processes honed and commonly in use at this kind of event or camp, in particular if you're interested there's loads on the Rhizome blog.
Don't ask the question if you don't already know the answer?
I recognise the frustration expressed by some of my OD colleagues about the lack of clearly-expressed alternatives. This kind of conversation often occurs in groups that I facilitate: someone (often not in the room) has expressed a negative view about a policy, project or perspective. The people in the room feel defensive and attack the grumbler: "I bet they couldn't do any better" or "what do they expect us to do?". Some management styles and organisational cultures are fairly explicit that they don't want to hear about problems, only solutions. (Browsing here gives some glimpses of the gift and the shadow side of this approach.)
But I see something different here: a bottom-up process where people who share broadly the same intent and perspective, come together to explore and work out what they agree about, when looking at the problems with the current situation and the possible ways of making things better. The are participatively framing a view of the system as it is now, and what alternatives exist. This takes time, of course.
They are also, as far as I can tell from the outside, intentionally using consensus-based processes rather than conventional, top-down, leader-led or expert-led processes to organise this. Understandably frustrating for the news media which rely increasingly on short sound-bites and simple stories with two sides opposing each other. And it could get very interesting when the dialogue opens up to include those who have quite different perspectives on "what's really going on here" (for example mainstream economists, bankers, city workers).
The other thing I notice about this expectation of a ready-made coherent answer, is how similar it is to some group behaviour and the interventions made by inexperienced facilitators and coaches. When I am training facilitators, we look at when to intervene in a group's conversation, particularly when to use the intervention 'say what you see'. (This makes it sound very mechanical - of course it's not really like that!)
The trainee facilitator is observed practising, and then there is feedback and a debriefing conversation. Perhaps they chose not to intervene by telling the group what they observed. Sometimes during this feedback and debrief, a trainee will say something like "Yes, I noticed that, but I didn't want to say anything because I wasn't sure what to do about it or what it meant." They are assuming that you can only 'say what you see' if you know what it means and already have a suggestion about what to do about it.
But it also serves a group to say what you see, when you haven't a settled interpretation or clear proposal. (In fact, it is more powerful to allow the group to interpret, explain and propose together.) All questions are legitimate, especially those to which we don't (yet) know the answer. Ask them. Guess some answers. And this - for the time being - is what the occupy movement is doing.
The revolution will need marker pens
All this consensus-based work and open-space style process needs plenty of marker pens (permanent and white-board). So if you have a bulging facilitation toolkit and you're passing St Paul's, you know what to do!
Others have spotted these connections too. Listen to Peggy Holman talking about Occupy Wall Street on WGRNRadio, 9th January.