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Showing posts with label GENERAL ASSEMBLY. Show all posts
Showing posts with label GENERAL ASSEMBLY. Show all posts

Tuesday, November 8, 2011

#OccupyOakland and the Power of the Black Bloc

     #OccupyOakland and the Power of the Black Bloc


Posted: 06 Nov 2011 09:49 PM PST

Corrente has a post up by Affinis on a potentially important, and troubling development at OccupyOakland, namely, the fact that the movement has a relatively small group within it that believes in the use of violence to achieve its ends. It numbers are roughly 200 members out of an estimated 7,000 to 40,000 that have participated in demonstrations. However, they have disproportionate influence on the decisions made at the General Assembly, since many of the Occupy participants are transient (as in participate in demonstrations only or only occasionally show up for GA) while the black bloc is a much bigger proportion of the group that stays overnight on a consistent basis.

Affinis give some insight into why this is view is being tolerated:


From postings by OO participants at various sites/forums, several lines of thought seem to be contributing to tolerance of black bloc. I see a lot of posts arguing that destruction of property is not violence – and this position seems common among certain anarchists, even if they’re not actively in agreement with use of black bloc tactics currently. Some are arguing that since this movement is nascent, now is not the time for violence since it would alienate the mainstream – but that they would support its use once events have advanced sufficiently. Others more fundamentally disagree with the use of violence/vandalism, but are not willing to oppose/condemn black bloc since that would be siding with the “enemy” over other protesters. I also see a lot of condemnation of those who intervened to stop black bloc vandalism on Wednesday (e.g. at Whole Foods) – they’re being referred to as “peace police”, and there seems to be particularly strong anger against those who tried to physically restrain or physically block the black bloc individuals (even some commenters who appear relatively unsupportive of black bloc are condemning “peace police” actions as coercive and as failing to respect “diversity of tactics”).

Some of the proposals passed at previous OO GA meetings seem to have opened the door to the events of early Thursday morning. See here for a list of decisions passed as of October 31. Number 4 on the list is “diversity of tactics”.

For example, during marches: when confronted by police, some people may want to attempt to have calm conversations with them, urging them to be non-violent. some people may want to sit down in front of lines of police. some people may want to express their anger by yelling at the police. some people may want to attempt to remove police barriers. some people may want to disrupt traffic or banks. some people may prefer to remain on the sidewalk. We should be tolerant of each other’s approaches and respect different forms of protest, while being aware of our privilege or lack of it, especially when engaging with the police.

So the coded idea is that if you are against destruction of property, you are aligning with those of privilege.

This argument simply show a stunning ignorance of the lives of the 1%. Folks. the odds you can get at them via street level actions are pretty much nada, unless, like the driver of the hapless Archduke of Ferdinand, one happens to take a wrong turn. The people you are hurting are petit bourgious to maybe upper middle class. And when you hurt them, you are just as likely to hurt their workers, who if they are paid at typical wage rates, are much more peers than part of the problem. And what about the risk of loss of life, of, say, the smashing of a window cutting a big artery of a bystander? Stuff like this happens. It suggests that the this crowd isn’t just against the top 1%, the professed target of the movement, but that they are against the interests of the broad middle class, when in fact many see the pursuit of a just society, which includes reorienting the economy to serve a broad population rather than the needs of the few, as the overarching goal.
Affinis seems to agree:

It appears that the vast majority of people partipitating in Occupy Oakland events comdemn the black block actions. Tens of thousand participated in the demonstrations ….

But there appears to actually be a serious split among the core occupiers and in the general assembly regarding black bloc and use of violence/vandalism. I suppose this is not necessarily surprising. It makes sense that people who are able/willing to indefinately camp out under difficult conditions and constant threat of police raid, and those who are able/willing to consistently attend long GA meetings, may have different demographics and more radicalized beliefs than people who are more sporadically involved. I’ve seen this at prior occupations I’ve been involved in…

But we have a governance issue. Just as Washington is run by a political class, we may have a political class emerging at the Oakland GA that is not representing the interests of the broader movement. Yet thy are sufficiently influential as to prevent the Occupy Oakland GA from renouncing violence/vandalism as a tactic (it actually distanced itself from a media committee statement taking an anti-violence position).

More troubling, Affinis describes how they were successful in effectively recruiting other demonstrators to participate in an attack on Whole Foods, which was erroneously depicted as directing employees not to participate in the march after Iraq war veteran Scott Olsen was critically injured. Note how this works: a few violent people, operating in isolation, are much easier to identify and be subdued. If they are in the front or midst of a large crowd, which by virtue of its size may not even know what they are doing, it becomes much harder for anyone other than the other demonstrators to stop them. That did happen at Whole Foods: some of the marchers did try to restrain the vandals, but the store was still damaged. And of course, the instigators hope to get others to join in their attacks.

This is obviously far more pernicious that outside infiltrators, who are allegedly a common feature of anti-globalism demonstrations, and are paid to pretend to be members of the movement and engage in destruction in order to discredit it. The reason the Occupations have captured the public imagination is in no small measure due to using non-violent strategies that have again and again proven to be effective, with Tahir Square and the indignacios in Spain the models for many of the Occupy practices. But Affinis tells us how one set of Occupy precepts, of inclusiveness, is being used to undermine what many would see as higher order principles.

Thursday, October 27, 2011

David Graeber the antileader of occupy wall street

How the anthropologist, activist, and anarchist helped transform a hapless rally into a global protest movement

The Guy Fawkes mask—worn by a ­protester in New York on Oct. 5—has become ­symbolic of the Occupy Wall Street movement The Guy Fawkes mask—worn by a ­protester in New York on Oct. 5—has become ­symbolic of the Occupy Wall Street movement Scout Tufankjian/Polaris
David Graeber likes to say that he had three goals for the year: promote his book, learn to drive, and launch a worldwide revolution. The first is going well, the second has proven challenging, and the third is looking up.
Graeber is a 50-year-old anthropologist—among the brightest, some argue, of his generation—who made his name with innovative theories on exchange and value, exploring phenomena such as Iroquois wampum and the Kwakiutl potlatch. An American, he teaches at Goldsmiths, University of London. He’s also an anarchist and radical organizer, a veteran of many of the major left-wing demonstrations of the past decade: Quebec City and Genoa, the Republican National Convention protests in Philadelphia and New York, the World Economic Forum in New York in 2002, the London tuition protests earlier this year. This summer, Graeber was a key member of a small band of activists who quietly planned, then noisily carried out, the occupation of Lower Manhattan’s Zuccotti Park, providing the focal point for what has grown into an amorphous global movement known as Occupy Wall Street.
It would be wrong to call Graeber a leader of the protesters, since their insistently nonhierarchical philosophy makes such a concept heretical. Nor is he a spokesman, since they have refused thus far to outline specific demands. Even in Zuccotti Park, his name isn’t widely known. But he has been one of the group’s most articulate voices, able to frame the movement’s welter of hopes and grievances within a deeper critique of the historical moment. “We are watching the beginnings of the defiant self-assertion of a new generation of Americans, a generation who are looking forward to finishing their education with no jobs, no future, but still saddled with enormous and unforgivable debt,” Graeber wrote in a Sept. 25 editorial published online by the Guardian. “Is it really surprising they would like to have a word with the financial magnates who stole their future?”
Graeber’s politics have been shaped by his experience in global justice protests over the years, but they are also fed by the other half of his life: his work as an anthropologist. Graeber’s latest book, published two months before the start of Occupy Wall Street, is entitled Debt: The First 5,000 Years. It is an alternate history of the rise of money and markets, a sprawling, erudite, provocative work. Looking at societies ranging from the West African Tiv people and ancient Sumer to Medieval Ireland and modern-day America, he explores the ambivalent attitudes people have always had about debt: as obligation and sin, engine of economic growth and tool of oppression. Along the way, he tries to answer questions such as why so many people over the course of history have simultaneously believed that it is a matter of morality to repay debts and that those who lend money for a living are evil.
Graeber’s arguments place him squarely at odds with mainstream economic thought, and the discipline has, for the most part, ignored him. But his timing couldn’t be better to reach a popular audience. His writing provides an intellectual frame and a sort of genealogy for the movement he helped start. The inchoate anger of the Occupy Wall Street protesters tends to cluster around two things. One is the influence of money in politics. The other is debt: mortgages, credit-card debt, student loans, and the difference in how the debts of large financial companies and those of individual borrowers have been treated in the wake of the 2008 financial crisis.
“He is a deep thinker. He’s been a student of movements and revolutions,” says Kalle Lasn, the founder of Adbusters, the Vancouver-based anticorporate magazine. “He’s the sort of guy who can say, ‘Is this thing we’re going through like 1968 or is it like the French Revolution?’ ”

As Graeber explains it, it’s all part of a larger story: Throughout history, debt has served as a way for states to control their subjects and extract resources from them (usually to finance wars). And when enough people got in enough debt, there was usually some kind of revolt.

Graeber is small-framed and fidgety, with a pale boyish face and blue eyes. He dresses like a graduate student and speaks fast, in bursts punctuated by long ums, a ragged laugh, or pauses to catch his breath. He doesn’t make much eye contact. When finishing a thought, he has a habit of ducking his head and arching his eyebrows, as if he has just heard a faint but alarming sound.
For several weeks—since the fourth day of Occupy Wall Street—Graeber has been in Austin, Tex., reuniting with his girlfriend, a fellow anthropologist just back from fieldwork in Mexico. While there he has been peripherally involved with Occupy Austin, a small, fractious offshoot of the original Zuccotti Park occupation, one of many around the world.
Graeber began the summer on sabbatical, moving back to New York from London and frequenting an artists’ space called 16Beaver. It was an intellectual activist salon, located near Wall Street, the sort of place where people would discuss topics like semiotics and hacking and the struggles of indigenous peoples. Like many other American activists, Graeber had been deeply moved by the occupation of Cairo’s Tahrir Square and by the “Indignados” who had taken over central Madrid; in mid-July, he published a short piece in Adbusters asking what it would take to trigger a similar uprising in the West. For much of the summer, the discussions at 16Beaver revolved around exactly that question. When a local group called Operation Empire State Rebellion called for a June 14 occupation of Zuccotti Park, four people showed up.
On July 13, Adbusters put out its own call for a Wall Street occupation, to take place two months later, on Sept. 17. Setting the date and publicizing it was the extent of the magazine’s involvement. A group called New Yorkers Against Budget Cuts—student activists and community leaders from some of the city’s poorer neighborhoods—stepped in to execute the rest. For three weeks in June and July, to protest city budget cuts and layoffs, the group had camped out across the street from City Hall in a tent city they called Bloombergville. They liked the idea of trying a similar approach on Wall Street. After talking to Adbusters, the group began advertising a “People’s General Assembly” to “Oppose Cutbacks And Austerity Of Any Kind” and plan the Sept. 17 occupation.
The assembly was to be held in Bowling Green, the downtown Manhattan park with its famous statue of a charging bull pawing the cobblestones. Graeber had heard about the meeting at 16Beaver, and the afternoon of Aug. 2 he went to Bowling Green with two friends, a Greek artist and anarchist named Georgia Sagri and a Japanese activist named Sabu Kohso (who is also the Japanese translator of Graeber’s books).
A “general assembly” means something specific and special to an anarchist. In a way, it’s the central concept of contemporary anarchist activism, which is premised on the idea that revolutionary movements relying on coercion of any kind only result in repressive societies. A “GA” is a carefully facilitated group discussion through which decisions are made—not by a few leaders, or even by majority rule, but by consensus. Unresolved questions are referred to working groups within the assembly, but eventually everyone has to agree, even in assemblies that swell into the thousands. It can be an arduous process. One of the things Occupy Wall Street has done is introduce the GA to a wider audience, along with the distinctive sign language participants use to raise questions or express support, disapproval, or outright opposition.
When Graeber and his friends showed up on Aug. 2, however, they found out that the event wasn’t, in fact, a general assembly, but a traditional rally, to be followed by a short meeting and a march to Wall Street to deliver a set of predetermined demands (“A massive public-private jobs program” was one, “An end to oppression and war!” was another). In anarchist argot, the event was being run by “verticals”—top-down organizations—rather than “horizontals” such as Graeber and his friends. Sagri and Graeber felt they’d been had, and they were angry.
What happened next sounds like an anarchist parable. Along with Kohso, the two recruited several other people disgruntled with the proceedings, then walked to the south end of the park and began to hold their own GA, getting down to the business of planning the Sept. 17 occupation. The original dozen or so people gradually swelled, despite the efforts of the event’s planners to bring them back to the rally. The tug of war lasted until late in the evening, but eventually all of the 50 or so people remaining at Bowling Green had joined the insurgent general assembly.
“The groups that were organizing the rally, they also came along,” recalls Kohso. “Then everyone stayed very, very late to organize what committees we needed.”
While there were weeks of planning yet to go, the important battle had been won. The show would be run by horizontals, and the choices that would follow—the decision not to have leaders or even designated police liaisons, the daily GAs and myriad working-group meetings that still form the heart of the protests in Zuccotti Park—all flowed from that.
For Graeber the next month and a half was a carousel of meetings. There were the weekly GAs, the first held near the Irish Hunger Memorial in Battery Park City, the rest in Tompkins Square Park in the East Village. He facilitated some of them and spent much of the rest of his time in working group meetings in people’s apartments. (On Aug. 14 he tweeted, “I am so exhausted. My first driving lesson … then had to facilitate an assembly in Tompkins Square Park for like three hours.”) He organized legal and medical training and classes on nonviolent resistance. The group endlessly discussed what demands to make, or whether to have demands at all—a question that months later remains unresolved.
In the Sept. 10 general assembly the group picked the target for their occupation: One Chase Manhattan Plaza. They also picked several backups. So when the police fenced off Chase Plaza the night before the occupation was scheduled to start, the occupiers were prepared. On Sept. 17, barely an hour before the scheduled 3 p.m. start time, the word went out to go to Zuccotti Park instead, and 2,000 people converged on the now famous patch of stone flooring, low benches, and trees. It was a fortunate choice: Zuccotti is a privately owned park, so the city doesn’t have the right to remove the protesters. Graeber helped facilitate the GA that night in which they decided to camp out in the park rather than immediately march on Wall Street. Three days later, when he flew to Austin, the protests were still little more than a local New York story.

Graeber has been an anarchist since the age of 16. He grew up in New York, in a trade-union-sponsored cooperative apartment building in Chelsea suffused with radical politics. A precocious child, he became obsessed at 11 with Mayan hieroglyphics. (The writing had then been only partially deciphered.) He sent some of his original translations to a leading scholar in the field, who was so impressed that he arranged for Graeber to get a scholarship to Phillips Academy in Andover, Mass.

Graeber’s parents were in their 40s when they had him and had come of age in the political left of the 1930s, self-taught working-class intellectuals. Graeber’s mother had been a garment worker and, briefly, a celebrity—the female lead in a musical comedy revue put on by the International Ladies’ Garment Workers’ Union that managed to become a Broadway hit. His father worked as a plate stripper on offset printers. Originally from Kansas, he had fought for the Republicans in the Spanish Civil War. Anarchists made up one part of the fragile Republican coalition, and for a brief period they controlled Barcelona.
“Most people don’t think anarchism is a bad idea. They think it’s insane,” says Graeber. “Yeah, sure it would be great not to have prisons and police and hierarchical structures of authority, but everybody would just start killing each other. That wouldn’t work, right?” Graeber’s father, however, had seen it work. “So it wasn’t insane. I was never brought up to think it was insane.”
Years later, Graeber was a graduate student at the University of Chicago, and his field research brought him into contact with another, albeit very different, anarchic community. His dissertation was on Betafo, a rural community in Madagascar made up of the descendants of nobles and their slaves. Because of spending cuts mandated by the International Monetary Fund—the sort of structural-adjustment policies Graeber would later protest—the central government had abandoned the area, leaving the inhabitants to fend for themselves. They did, creating an egalitarian society where 10,000 people made decisions more or less by consensus. When necessary, criminal justice was carried out by a mob, but even there a particular sort of consensus pertained: a lynching required permission from the accused’s parents.
Graeber didn’t become an activist until after the massive 1999 World Trade Organization protests in Seattle. At the time an associate professor at Yale, he realized that the sort of movement he had always wanted to join had come into being while he was concentrating on his academic career. “If you’re really dedicated to this stuff, things can happen very quickly,” he says. “The first action you go to, you’re just a total outsider. You don’t know what’s going on. The second one, you know everything. By the third, you’re effectively part of the leadership if you want to be. Anybody can be if you’re willing to put in the time and energy.”
It was a particularly happy period for Graeber. In New Haven he was a scholar, and in New York, where he spent much of his time, he was an anarchist—he had found a new community among the loose coalition of activists, artists, and pranksters who called themselves the Direct Action Network. There were protests but also elaborately choreographed festivities—“reclaim the streets” parties, or nights when everyone converged on a particular subway train and rode it through the city carousing.
It came to an end in 2005, when Yale terminated his contract before he had a chance to come up for tenure. Graeber appealed, and his case became a cause at Yale and in the broader community of academic anthropology. He maintains he was targeted at least in part because of his political activism. Others saw evidence that the modern university was exactly the sort of hierarchical organization that Graeber was philosophically opposed to and temperamentally unsuited for.
“There was an issue about his personal style, whether he was respectful enough to various senior people both in the department and at the university. He’s not someone who is known to be very pliable,” recalls Thomas Blom Hansen, an anthropology professor at Stanford who was a friend and Yale colleague of Graeber’s at the time. “I don’t think anyone doubts that he’s a major figure in his field,” he adds. “But he’s not really interested in the humdrum daily life of administration that constitutes an increasing part of our life in the academic world.”

Everyone involved in the creation of Occupy Wall Street, from Graeber to the editors of Adbusters to New Yorkers Against Budget Cuts, has been astonished by its success. The world of American left-wing activism, populated as it is by an unwieldy mix of progressives and pacifists, civil libertarians and Marxists, idealists and pragmatists, is often riven by disputes and mutual misunderstanding. What’s notable about Occupy Wall Street is that it was born not in spite of that tendency but because of it. For his part, Graeber doesn’t attribute the success of the occupation to its planners but to luck, timing, and the pervasive mood of anger and disillusionment in the country: There are few jobs, the political process has ground to a halt, and as individuals and as a nation, we’re drowning in debt.
Graeber’s problem with debt is not just that having too much of it is bad. More fundamental, he writes in his book, is debt’s perversion of the natural instinct for humans to help each other. Economics textbooks tell a story in which money and markets arise out of the human tendency to “truck and barter,” as Adam Smith put it. Before there was money, Smith argued, people would trade seven chickens for a goat, or a bag of grain for a pair of sandals. Then some enterprising merchant realized it would be easier to just price all of them in a common medium of exchange, like silver or wampum. The problem with this story, anthropologists have been arguing for decades, is that it doesn’t seem ever to have happened. “No example of a barter economy, pure and simple, has ever been described, let alone the emergence from it of money,” writes anthropologist Caroline Humphrey, in a passage Graeber quotes.
People in societies without money don’t barter, not unless they’re dealing with a total stranger or an enemy. Instead they give things to each other, sometimes as a form of tribute, sometimes to get something later in return, and sometimes as an outright gift. Money, therefore, wasn’t created by traders trying to make it easier to barter, it was created by states like ancient Egypt or massive temple bureaucracies in Sumer so that people had a more efficient way of paying taxes, or simply to measure property holdings. In the process, they introduced the concept of price and of an impersonal market, and that ate away at all those organic webs of mutual support that had existed before.
That’s ancient history, literally. So why does it matter? Because money, Graeber argues, turns obligations and responsibilities, which are social things, into debt, which is purely financial. The sense we have that it’s important to repay debts corrupts the impulse to take care of each other: Debts are not sacred, human relationships are.
If we understand the social origins of debt, Graeber says, we become much more willing to renegotiate debts when conditions change, whether those are mortgages, credit-card debts, student loans, or the debts of entire nations. And if the desperate response to the ongoing financial crisis has shown anything, he argues, it’s that we’re willing to forgive debts if the institution that has them is important.
“Sovereignty does ultimately belong to the people, at least in theory. You gave the bank the right to make up money that is then lent to you,” he argues. “We collectively create this stuff, and so we could do it differently.”
Graeber’s book is getting glowing praise from his fellow anthropologists, and it has gotten attention beyond that world as well. (Though according to Mandy Henk, a librarian from Indiana minding the library that has sprung up in Zuccotti Park, copies of his work there aren’t seeing a lot of use.) Few mainstream economists are familiar with his ideas. Professor Tyler Cowen of George Mason University, who happens to be a widely read blogger, is one of them. “He whacks a bit of sense into people, and I think he’s right and Adam Smith was wrong,” he says. Yet Cowen, himself a libertarian, isn’t won over to Graeber’s politics. He sees little alternative to the modern state. “Look at Somalia. If there’s a vacuum, something has to fill it.”

He might also point to the drummers of Zuccotti Park. The constant beat from drum circles there has provided the occupation’s soundtrack, but it has also elicited a steady flow of noise complaints, trying the patience of an otherwise supportive community board and elected officials. Through weeks of mediation and discussion in the general assembly, a few drummers have steadfastly defied any limits on when they can play, though organizers are hopeful an agreement hashed out on Oct. 25 will finally solve the problem.
At the end of his book, Graeber does make one policy recommendation: a Biblical-style “jubilee,” a forgiveness of all international and consumer debt. Jubilees are rare in the modern world, but in ancient Babylon, Assyria, and Egypt under the Ptolemies they were a regular occurrence. The alternative, rulers learned, was rioting and chaos in years when poor crop yields left lots of peasants in debt. The very first use in a political document of the word freedom was in a Sumerian king’s debt-cancellation edict. “It would be salutary,” Graeber writes, “not just because it would relieve so much genuine human suffering, but also because it would be our way of reminding ourselves that money is not ineffable, that paying one’s debts is not the essence of morality, that all these things are human arrangements and that if democracy is to mean anything it is the ability to all agree to arrange things in a different way.” —With reporting by Karen Weise
Bennett is a staff writer for Bloomberg Businessweek

Thursday, October 13, 2011

How to build constructive assemblies

Posted by athena on October 11, 2011 in ASSEMBLIES · 

Introduction
This  text is a synthesis of documents of methodology we analysed but it is also inspired by  our experience built along the assemblies we collaborated from Barcelona to Brussels, passing by Lisbon or Athens.
We  made the observation that most of the time the assemblies are very long  and not really productive, with a lake of participation and sometime  becoming really anti-democratic, at the end the people see them heavy,  bit attractive and pain to come back.
Some problems are more recurrent:
• Debating too much time of the same point
• Creation of bands and personal rivalries with a lake of trust
• Vote under pressure with a lake of understanding
• Entrance in polemics who require more assemblies
• Problem of access and circulation of the information
In  this page we will detail the basic knowledges to acquire to prevent the  problems, resolve the conflicts and develop constructive assemblies.
1 Preparation of the meeting
It is important to reach the meeting with preconceived ideas on the issues  to be addressed. But preparing the issues not only consist to ensure  that attendees aware of issues to be treated, but that this knowledge is contrasted as possible to encourage that decisions taken will be  successful.
1.1 Prior Work
 • Prepare background documents and send them to participants thinking to  translate complicated informations to a language understood by everyone
 • Organize consultations and interviews with experts in the topics
 • Make working groups prior to the meeting to discuss the problems and alternatives with more time
1.2 Agenda
The  call will be made well in advance, including the agenda, and everyone  should be clear when will be the meeting, which points will be treated,  in what order and what tasks are necessary to do before the meeting.
 •  Ideally, at each point on the agenda for each issue specifying its  objective and the procedure to be used, along with the estimated time of  duration. Sometime it’s useful to divide in groups if in a same topic  different solutions are needed for each aspect.
 •  It must be open to including other proposed topics: one option is  always an end point to spend “several”, another is to open a small  window of time at first to be proposed topics for inclusion in the  agenda and then decide whether you can tackle that day or be passed to  the next meeting.
 • Start with something  easy to fix, continue with the more difficult issues, extensive or  important, and end up with something simple and short.
•  In the call itself has to record the start time and the scheduled  completion, not to be exceeded over assumable error margins,  approximately 2 hours.
2 Types of meetings
 There  are various types of meetings according to the objectives, though  usually in a same meeting there may be several of these objectives, what  it would be divided into different phases, each with a different type  with a specific technique. Here we will focus only the most important.
2.1 Brainstorming meetings
The  goal is to find ideas or new solutions to a problem, so the purpose of  the meeting must be clearly defined and will be real and open (there is  no single solution). If the problem is complex, you have to break it  down into simple elements.
Prohibits  censorship and self-censorship, the critical assessment of ideas will be  made later,  under the formula of discussion meeting, possibly after a  break, to  emphasize that we are in a different phase.
 •  A person can act as moderator, with a list of suggestions and  stimulating questions to intervene if others do not, another possibility  is that the debate arising from the comments of a document, book,  films, etc… related to the topic and that everyone knows.
 •  Another person writes down the ideas that emerge trying to be as  faithful as possible to the original statement. It accepts everything,  do not reject anything, however absurd it may seem.
 •  Each person writes down the ideas that occur to him, both those that  occur to him directly, such as those arising by association, after  hearing the ideas of others, raises his hand and presents only one at a  time in his turn. State ideas quickly and clearly, without explanation  or reasoning.
2.2 Discussion meetings
The  goal is to deepen in the analysis of the different positions, their  benefits and disadvantages and to highlight the arguments that support  them.
a) If what we want is not to reach  agreements, but to promote the production and contrasting arguments, we  use the dynamics of confrontation:
 1. Formation of groups: opinion poll (5-10 min.)
 2. Production of arguments within each group (20 min.)
 3. Talk in mixed groups, with representatives from each group of opinion trying to know the arguments of the other (20 min.)
 4. Back to the original group to produce the sophisticated and final arguments (20 min.)
 5. Discussion among the spokesmen of the groups (20 min.)
b) If we want to encourage the exchange of views, we use a orderly discussion dynamics:
 •  Emphasize common ground.
 •   Very important figure of the moderator, who must provide a climate of  cordial discussion and not a space of coercion, arguments of authority  and all dialectical strategies that put people to the defence (see item  “Personal Attitudes during the assembly”)
 •   Active listening attitude of other attendees, listening and  understanding the positions of others, making  the exercise of put  themselves in place of the other.
 •  Do  not confuse our perception of reality with reality itself, taking our  own view as subjective and keeping open the possibility that we are  wrong.
2.3 Decision-making meetings
The  goal is to reach a consensual decision taken collectively, trying to  integrate the views of all the members in an agreement that is  satisfactory and effective. Reaching consensus will bring us several  advantages: it avoids conflict, better decisions, integration of the   group to avoid a game of winners (mostly) and losers (the minority), and  encourages the involvement of all the collective in the tasks derived  from the decision.
Only in case of failing to reach a consensual agreement can be valid to submit the decision to a vote.
 •  The first step is to define well what is the question on which has to  make a decision. It is assumed that there is already information on the  situation and the different alternatives and arguments for and against  each. We presume that there is agreement on the structure of the  process.
 • It is advisable to make a  decision that involves the work of the people, make a preliminary survey  on the individual availability to undertake this work. It is also  important to share how the issue affects the feelings of each.
 •  The creative participation of everyone is essential. This is the time  that leaders and experts can be more  harmful to provoke the passivity  of others if they don’t act in the collective process. Efforts should be  made to incorporate the views of all and it’s advisable to work in  small groups and have someone writing the synthesis in which we all go.
 •  Set out all ideas trying to adjust, integrate, combine … to achieve  one or more proposals worked and achievable. If at the end there are  several proposals to choose it is necessary to make a first proof of the  degree of agreement they raise. There are four levels of  Agree/Disagree:
1. “I agree with all or almost all”
2. “I don’t think it’s the best option, but it’s acceptable”
3. “I do not object, but I do not feel concerned by the decision”
4. “I object to you bear it out.” In this case there is a veto.
Only  a veto can block the consensus and requires to start again or to quit.  Rather than vote, take a hasty decision or abandon, it is always best to  start over in the postponing which will leave a time for reflection.
If we can not reach a consensus or do not have the time required for this, we can opt for the vote.
This  process can also be complicated and is susceptible to manipulation  (intended or not) so it is necessary to follow a clear procedure:
 • Consider what kind of majority is required (more than half, 2/3, etc …)
 •  Clarify very well what are the alternatives to be voted, taking care  the wording of them. Avoid linking proposals with the people who defend  them.
 • As far as possible reduce the  number of options which are voted. The criteria for cover or reduce  statements must have the group agreement.
 • Make it clear what is the procedure to be followed. Any doubt should be resolved before voting.
 • Making votes count carefully and reflect it, if possible, in some support to the view of everybody.
 •  Normally votes can not be repeated, and the results take on the  character of irrevocable decision from the time the votes are counted.  But personally we think that it is always best to leave the door open to  any revocation of a decision taken by vote with more time and reasoned  requests.
3 The roles
3.1 The moderation
It  will be the person who pay the most attention to the technical and  organizational elements and remind it to the group who has to reach the  goals set in a limited time.
He also have to take a proactive role by suggesting questions, methods, etc …
He must have a constant intervention on the form and not the content.
Moderate  is not leading or directing, but being responsible for helping the  group to meet its objectives. A person who has much interest in the  issues raised will have difficulty to moderate.
 •  At the beginning of the meeting invite the people who advocate an  approach to expose it, then those who advocate the opposite approach.
 •  Encourage each and everyone to express their views, asking to speak for  themselves and where it refers someone to state it explicitly.
 • Cleanly break the repeated discussions between two individuals, the monopolization of speech and the repetition of arguments.
 • Find areas of agreement, list them and return them to the group. Synthesize.
 • He can also divide tasks delegated to another person (i.e. speech turn) which is always subject to what the moderator says.
 • Be aware of time left and let it know to others. If there is little, limit the interventions.
3.2 Taking minutes
The  main reasons for taking minutes are: Honour commitments, know and  remember the issues raised and assume old decisions to make new ones.
The  secretary will be democratically elected for this role. It should not  be doing simultaneously other functions such as moderate. You can also  leave the door open to the rotation.
It may  take only minutes of the decisions taken, while represent commitments  to be assumed and legitimate actions to be carried out by the members.  Care should be taken in writing to be faithful to the decision and not  be misinterpreted. You can also indicate the degree of agreement  recording the number of votes if there was no consensus. The minutes can  collect more data: the order of the day, alternatives and arguments  presented, the names of people defending these or other positions,  incidents, etc…
The record books should  be available to all members of the group to consult at all times. For  safety it is also advisable to make copies and store them in a different  place than the original.
4 Personal attitudes during the assembly
Assemblies  are a collective act, not a gathering of friends. That is, we must  strive to have a proper attitude, avoiding a passive attitude such as  going to be the star of the meeting. And be aware that the assembly is  to
 solve a common issue, not to solve our issues or personal grudges.
 In  order to this it’s useful to know some of the attitudes occurring more  frequently in the assemblies, both positive and negative and try to make  an effort to have the first and avoid the second.
4.1 Positive attitudes
 • Moving from our positions. Admit mistakes and change views bringing them closer to those of other people.
 • Exhibiting at the right time what are the unwritten rules and procedures to be followed by the group.
 •  Ask to speak to the people less involved, giving the turn when  estimating that is more interesting to listen to others and attending to  the speaker.
 • Mediating the conflicts using humour and relaxation, highlighting the points in which we agree.
 •  Encourage input from the others expressing our agreement or, in the  opposite case, encouraging people to explain better or deepen on the  idea.
 • Proposing new procedures and ideas in times of blockage.
 • Express the views talking in person. Do not use the plural to express what you think.
4.2 Negative attitudes
 • Generalize (“all    …. you are ….”)
 • Embark on eternal theorizations and extra explanations .
 • Overtones (tantrums, “Well then I leave everything and will never come back”, “or you are with me or against me “)
 • Apathy.
 • Assign to another person own feelings or attitudes.
• Loss of contact with reality, identifying our opinions or desires (or those of other/s person/s) with reality itself.
 •  Symbolic violence: use the collective mode to impose particular ideas  of a person, concealing relevant issues, teasing, interrupt, not letting  talk, etc…
 • Strengthen the authority of those who speaks through referring it to a higher authority but indisputable (science, law …)
 •  Use of contradictions and paradoxes to impose on the alternative people  witch always lose (“you’re either in or you’re out”, “Accept it or go”,  “be spontaneous”, “command you to not obey me “…)
 • Use the secret, keeping information.
Documents about assemblies and consensus building
Metodología para hacer que las asambleas y reuniones sean eficaces, participativas y hasta agradables.
Del libro “Asambleas y Reuniones. Metodologías de Auto-organización”
Ana Rosa Lorenzo Vila – Miguel Martínez López
 

Tuesday, October 11, 2011

Truthdig - Why the Elites Are in Trouble/General Assembies

Truthdig - Why the Elites Are in Trouble

Why the Elites Are in Trouble

http://www.truthdig.com/report/item/why_the_elites_are_in_trouble_20111009/

Posted on Oct 9, 2011

Thursday, September 29, 2011

Quick guide on group dynamics in people’s assemblies


Quick guide on group dynamics in people’s assemblies

This text has been prepared by the Commission for Group Dynamics in Assemblies of the Puerta del Sol Protest Camp (Madrid). It is based on different texts and summaries which reached consensus in the internal Assemblies of this Commission (and which will be made available on the official webs of the 15th May Movement) and from the experiences gained in the General Assemblies held in this Protest Camp up until 31st May 2011.
The purpose of this Quick Guide is to facilitate and encourage the development of the different Popular Assemblies which have been created since the beginning of the 15th May Movement. This Quick Guide will be periodically revised and updated. On no account is it to be considered a closed model which cannot be adapted through consensus by any given Assembly. From the Commission for Group Dynamics in Assemblies of the Puerta del Sol Protest Camp we invite our friends and comrades to attend and take part in the meetings, work plans and internal Assemblies of this Commission, which are open to anyone who wants to come to them and actively participate in maintaining, perfecting and developing them.
Open Reflection on Collective Thinking
While we would like to share our impressions so far, we encourage you to continue to reflect on and debate these impressions as we feel that Collective Thinking is an essential part of our movement.
To our understanding, Collective Thinking is diametrically opposed to the kind of thinking propounded by the present system. This makes it difficult to assimilate and apply. Time is needed, as it involves a long process. When faced with a decision, the normal response of two people with differing opinions tends to be confrontational. They each defend their opinions with the aim of convincing their opponent, until their opinion has won or, at most, a compromise has been reached.
The aim of Collective Thinking, on the other hand, is to construct. That is to say, two people with differing ideas work together to build something new. The onus is therefore not on my idea or yours; rather it is the notion that two ideas together will produce something new, something that neither of us had envisaged beforehand. This focus requires of us that we actively listen, rather than merely be preoccupied with preparing our response.
Collective Thinking is born when we understand that all opinions, be these opinions our own or others’, need to be considered when generating consensus and that an idea, once it has been constructed indirectly, can transform us.
Do not be discouraged: we are learning; we’ll get there: all that’s needed is time.
>>THE BASICS

What is a People’s Assembly? It is a participatory decision-making body which works towards consensus. The Assembly looks for the best arguments to take a decision that reflects every opinion – not positions at odds with each other as what happens when votes are taken. It must be pacific, respecting all opinions: prejudice and ideology must left at home. An Assembly should not be centred around an ideological discourse; instead it should deal with practical questions: What do we need? How can we get it? The Assembly is based on free association – if you are not in agreement with what has been decided, you are not obliged to carry it out. Every person is free to do what they wish – the Assembly tries to produce collective intelligence, and shared lines of thought and action. It encourages dialogue and getting to know one another.
What types of Assembly have we used so far? Working Group Assemblies, Commission Assemblies, Local Assemblies (in neighbourhoods, villages and towns), General Assemblies of the Puerta de Sol Protest Camp and General Assemblies of Madrid (Puerta de Sol plus neighbourhoods, villages and towns). These latter (General) Assemblies are the final deliberative or deciding bodies from which the consensuses are decided in order to articulate the different lines of Joint Action for the 15th May Movement in each city.
What is Consensus? It is the way that the assemblies make a final decision over each specific proposal. Consensus is reached when there is no outright opposition in the assembly against the proposal. The following format must be applied to each proposal: 1) What is being proposed? 2) Why is it being proposed? 3) How can we carry out the Proposal if a consensus is reached? To sum up: What? Why? How?
What is Direct Consensus? A Consensus that is directly reached without opinions against it: Proposal > Consensus.
What is Indirect Consensus? A Consensus that is reached after debating different opinions on a proposal which did not reach a Direct Consensus. The following steps are taken to reach an Indirect Consensus: 1) What? Why? How? 2) After the moderator asks ‘Are there any strongly opposed opinions?’, and if there are, a queue for floor time is prepared. The Floor Time Team and Coordinator(s) open the first round of debate. Three arguments for and three arguments against are allowed. After that, the Assembly is asked to show its opinion again through Gestures. If consensus is still not reached when asking if there are opinions against, the Moderator will ask the Assembly to discuss the issue for three to five minutes in small groups where they are sitting. After this small break a second round of interventions consisting of Proposals for Consensus takes place. If a consensus is still not reached after these two rounds, the following takes place: a) If the Proposal comes from a Commission or Working Group, it is returned in order to be reworked, b) If the Proposal comes from an individual, it will be taken to the competent Commission or Working Group so it can reach a consensus on its usefulness and present a reworked version of it in the next Assembly, where it will once again go through the same procedure. And so on until a Real Consensus is reached.
>> THE ROLES AND FUNCTIONS INVOLVED IN A MASS ASSEMBLY:

It is vital to remember to control our gestures and body language so that our own emotions do not confuse matters, and to remember also that a smile is hugely effective in moments of tension or in an apparent dead-end. Haste and tiredness are the enemies of consensus.
LOGISTICS TEAM: A minimum of three people who are responsible for the equipment of an Assembly. They draw a Map of the Site on the site itself, organising spaces and the corridors that run through these spaces, they are in charge of the megaphone, they provide seating for people with disabilities or who are very tired, they provide water and shade (parasols/umbrellas) if temperatures are high or the sunshine is direct, etc.
ASSEMBLY PARTICIPANTS: This includes all those people participating in an Assembly, including the Group Dynamics Teams and members of Commissions or Working Groups. Participants are the life blood and the raison d’être of an Assembly. We are all responsible for running and building the Assembly. Our functions are: listening to the different speakers; participating in matters that require debate in rounds of floor time, and making individual proposals or subjective evaluations (having requested the Floor-Time Team to do so) during the Any Other Business round (normally near the end of each Assembly).
FLOOR TIME TEAM: Two to four people (depending on the size of the Assembly) positioned amongst the participants and next to the corridors. They should wear a distinctive symbol in order to be identifiable easily and carry a card which says “TURNS FOR THE FLOOR” which they lift above their heads, particularly at the end of each intervention. Their main task is to note down the names of the participants who want to take a turn. When such a request takes place, they ask the participant:
1) Is your intervention related to what is being discussed? (Remind the participant of the issue being discussed). 2) Is it a direct reply to something that has been said? 3) If so,is it in agreement or disagreement? With this information the floor-time team member determines if the intervention should be passed to the Floor-Time Coordinator(s) or not. If the proposed intervention bears no direct relationship to the issue at hand, the person’s name is noted so that they may be called upon during the Any Other Business round. They will also tell the participant about other debate forums (speakers’ corners, working groups…). Members of this team should be conciliatory, positive, neutral and patient. They are also responsible for noting any request from the moderator(s) to be relieved. They should try and involve people who have not yet intervened in the debate. A common error is to omit announcing the end of the period for requesting floor time. The total amount of floor time should be limited using common sense in order not to allow each issue to drag on indefinitely.
COORDINATOR(S) OF THE FLOOR-TIME TEAM: Two people, in close coordination with the Floor-Time Team, whose task is to organise the requests to take the floor that are forwarded to them by this team before passing them on to the moderator(s). Should a heated debate be under way, their role includes both selecting speakers so that the same message is not repeated, as well as mediating between people with similar arguments with the aim of presenting a unified proposal for debate. The coordinators are a filter – they do not evaluative the content of each intervention. In order to assure that the interventions are relevant, they should remind speakers of the issue at hand and if this does not coincide with what the speaker wants to share, direct them to other forums (speakers’ corners, working groups…). Once the intervention has been coordinated, the floor-time coordinator informs the facilitator who informs the moderator so that they can call on the speaker to intervene in the right order.
FACILITATING TEAM: Two or three people who back up the moderator. They are the moderator’s “voice of conscience”. They are the only people in direct contact with the moderators in order to help them maintain their concentration and impartiality. The Facilitators should be positioned around the moderation space. They help the moderator synthesise and reformulate proposals in an objective and impartial way. They facilitate the flow of information between “Coordination” and the Moderator so that floor-time is fair and organised. They prevent assembly participants from distracting the moderator, help the moderator communicate with people who find it difficult to speak in public, make the moderator aware of any errors in their vocabulary or summaries, inform them of any last-minute announcements, help them stick to the agenda, etc. In large debates the figure of a “Direct Facilitator” may be created in order to even more closely help the moderator to follow the norms of the Assembly.
An important way of helping the Assembly to run smoothly is to incorporate one or two people who intervene when there are silences, over-heated discussions or serious digressions. Their main role is to remind assembly participants of the importance of Collective Thinking, Active Listening and the true meaning of Consensus.
ROTATING TEAM OF MODERATORS: One or more people (who rotate if the Assembly is large or there is a lot of tension). This rotation is decided upon by the whole team of moderators, with the greater good of the assembly in mind. The moderator can ask to be replaced. The moderator should help the Assembly to run smoothly, should bring together the general sense of the Assembly rather than follow a protocol, Ideally, this figure should not need to exist. (everybody should respect everybody) The moderator(s) are responsible for: welcoming the participants to the Assembly;explaining the nature and workings of the Assembly; presenting the group dynamic teams and their functions; moderating positively and conciliating distinct positions without aligning themselves personally with any of these; informing the Assembly of the positions for and against during the process of Indirect Consensus; summarising each intervention during the rounds of debate should it be needed; and repeating the consensus as recorded in the minutes. The moderator also gives voice to gestures made should a speaker not have noticed (it is recommended that assembly participants wait for a speaker to finish their turn in order to express agreement or disagreement so as to avoid swaying the speaker). Furthermore, the moderator is responsible for ensuring an atmosphere propitious to the exchange of ideas and for establishing a positive tone. Should the need arise they might also release tension by reminding participants of the value that any debate adds to the 15th May Movement and by motivating participants in general. The moderator can also be replaced via consensus of the Assembly as a whole. Anything spoken off microphone should be relayed to the Assembly as a whole in order to foment transparency.
INTERPRETER TEAM: One or two people who translate oral interventions into sign language for the hard of hearing and vice versa. Their vision should not be impeded by standing in front of them. If the members of this team are in direct sunlight, the Logistics Team will assign two people to shade them with parasols.
MINUTES TEAM: Two people responsible for noting all interventions which do no have a script. In the case of consensus resolutions the minutes team can ask for any resolution to be repeated word by word and subsequently ratified by the Assembly. Normally one team member writes down interventions by hand whilst the other uses a computer in case what has been written needs to be cross-checked. If the members of this team are in direct sunlight, the Logistics Team will assign two people to shade them with parasols. At the end of the Assembly, the minutes taken by this team should be read out to avoid any confusion.
PROPOSAL – THE POSITION OF THE GROUP DYNAMICS TEAM IN EACH ASSEMBLY

LOGISTICS TEAM: Its purpose is to prepare and organise the Assembly area before it takes place in order to make it more efficient and functional. The logistics person(s) are in charge of agreeing on and marking out the area (within their possibilities) together with the other teams.
The Moderators’ Area is a rectangle marked out with chalk (or coloured tape stuck to the floor) in front of the assembly area like a type of ‘stage’. Between this area and the assembly area the Floor-Time Team is visibly placed and spread out amongst the participants. Within the Moderators’ Area, the Moderator and the Speaker (person who has the floor) will stand in the middle, flanked by the Interpreter(s) and Facilitator(s) who will normally be squatting or sitting on the floor when not taking part, and always within reach of the Rotating Team of Moderators and the Floor Coordinator(s).
To one side of the Moderators’ Area sit the Spokespeople of the Commissions and/or the Working Groups who will be intervening in the different parts of the Agenda; on the other side an area will be provided for the Floor Coordinator(s) who will always be within reach of the Facilitator(s) and as far as possible from the Minutes Team (who will always sit near the Moderators’ Area in order to be able to request a repetition, summary or text that has been presented) in order not to distract their attention from the conversations which take place before each turn to speak, making their job easier.
>>GESTURES USED TO EXPRESS COMMON OPINION OF THE ASSEMBLY

The following gestures have been agreed on in order to permit the expression of common opinion during assemblies:
1) APPLAUSE/AGREEMENT: Upraised, open hands moving from side to side.
2) DISAGREEMENT: Arms folded in cross above the head.
3) “THAT HAS ALREADY BEEN SAID”/”GET TO THE POINT”: As if requesting a substitution in sport, revolving upraised hands.
4) “YOUR INTERVENTION IS TAKING UP TOO MUCH TIME”: Crossed arms. Forearms come together and move apart as if they were the hands of a clock so that palms touch above head.
5) “DIFFICULTY HEARING INTERVENTION”: Cupped hands to ears or hand moving up and down as if to indicate, “turn the volume up”.
It is advisable to remind participants of these signs at the beginning of each Assembly. It is also advisable to inform participants that is more useful to display disagreement once the person speaking has finished in order not to condition their intervention, whenever possible.
>>ORAL EXPRESSIONS RECOMMENDED FOR MODERATORS AND SPEAKERS
We use Positive Speech avoiding negative statements which close the door to constructive debate. It is a less aggressive and more conciliatory type of communication. It is useful to open a debate with the points that unite before dealing with the points that separate. Examples:
1) ‘Don’t touch that dog or it will bite you’ could be phrased as ‘Be careful with that dog because it could bite you and neither of us would like that.’
2) ‘If we don’t reach a consensus here all efforts will go to waste’ could be phrased as ‘It’s important we reach a consensus in this point or we could end up losing strength as a group and nobody wants that to happen.’
We use Inclusive Speech which makes no gender distinctions. It is clear that force of habit can be hard to break, but it is convenient that between all of us we mutually remind ourselves to remember this.
>>KEYS TO CREATING DYNAMIC AGENDAS
What is the Agenda of an Assembly? What is it for? The Agenda is a summary of the topics to be discussed during an Assembly. Its function is to make sure no important issue is left out, to establish an order in the type of interventions and to make it possible to calculate how much time each part of the Assembly should take. The agenda is drawn up by the Group Dynamics Team and the Moderator of any assembly should be familiar with it before opening an assembly as it is a basic guide to that assembly’s contents. The Group Dynamics Team does not have jurisdiction over the contents of the Agenda; its members merely organise the issues to be discussed as reflected in the consensus reached by the representatives of all participating commissions in preparatory meetings. The agenda contains an outline of what issues are to be discussed in the Assembly and as such should be read out loud at the beginning of the Assembly so that the all present are aware of what is going to take place. Experience will help improve the design and relevance of each Assembly agenda. We recommend setting time limits for each Assembly depending on the number of participants and the issues to be discussed, in order to avoid loss of concentration and unfruitful assemblies.
**Schematic, practical example of an Assembly Agenda**
1) Welcome and Positive Presentation. The Assembly is the effective celebration of the power of the people.
2) Summary of the consensuses reached in the previous Assembly and all outstanding issues.
3) Presentation of the Group Dynamics Team for the Assembly in question. The roles of each of its members.
4) Explanation of the concept “Assembly”. We do not “vote”, we reach consensus.
5) Explanation of the concept “Consensus” (direct and indirect). Explanation of the process used to reach an indirect consensus.
6) Examples of how the mechanics of the Floor-Time Team and Facilitators during an Assembly.
7) Reminder of the gestures used in an Assembly and suggestions of how to express oneself verbally in concordance with the 15th May Movement style, as approved by the General Assembly.
8) Reading the Agenda out loud.
9) The turn of the Commissions and Work Groups without specific proposals for the Assembly, only information which does not require consensus. It is advisable that a spokesperson from each Commission or Working Group attends the preparatory meeting for the Assembly in order to help organise the list of issues to be discussed.
10) The turn of the Commissions and Working Groups with specific proposals for the Assembly. If a direct consensus is not reached, the floor is opened to debate. Remember: there should be a maximum of two rounds of debate to defend each position (in groups of three speakers) and/or find a point of agreement. If the debate becomes heated, a period of common reflection can be opened and if after two rounds no consensus is reached the issue can be adjourned to the following Assembly. Opinion > Debate > Resolution or Adjournment.
11) IMPORTANT NOTICES. Citations, general interest information, latest news, etc.
12) ANY OTHER BUSINESS. During this round, there is no opportunity for debate. The information is not to be ratified at this point, rather taken up by the pertinent working group or commission. Important: if it is necessary to cut short this round because of lack of time or tiredness, announce this and tell those who have not had a chance to intervene in this round that the subjects they wanted to mention will have priority in the any-other-business round in the next Assembly.
13) Conclusions and notification of time and place of next Assembly.
14) Message of motivation and reminder of common purpose. Now is the time to use memorable words, which may be in verse, a piece of good news, a highly-charged quotation or a short text, etc.
15) Closure and acknowledgements.
(+ SHORT MOTIVATING MESSAGE. STATEMENT OF PRINCIPLE. ENCOURAGEMENT.)
AN OPEN DISCUSSION ON SOME THEORETICAL CONTENT
What is horizontal organisation?
It is a type of social organisation which implies equality for everyone participating in a group or society. There is no hierarchy and it is the opposite of vertical organisation in which some people make decisions and others obey them.
The method used to take decisions in a horizontally-organised group or society is through assemblies.
What is an Assembly?
An Assembly is a gathering place where people who have a common purpose can meet on equal footing. It can be for:
Information: the participants share information of mutual interest. They do not debate the content of this information.
Reflection: to jointly think through a subject, situation or problem. Information must be given, but there is no need to arrive at an immediate decision.
Decisions: when the group must reach a joint conclusion or decision about a subject it has been involved in. To reach this, the two previous steps (having information and reflecting on it) must have been taken in order to build a consensus.
What do we understand by consensus?
A consensus is a collective construction of a solution to or a decision on a common interest.
It is not drawing up a proposal which includes each and every individual need, but is rather a the synthesis of all the individual opinions which give shape to the best way to achieve reach the group’s common interest.
It implies:
* Being very clear about the group’s common interest.
* Being aware that anything collective is the sum of all the individual knowledge and input; to this end, each individual’s opinions must have been be communicated, listened to and respected.
* Realising that it [consensus] is a commonly constructed end, rather than a function in itself.
*Realising that consensus involves a process and that time and the necessary steps must be provided for it.
The necessary steps are:
* Creating a relaxed group atmosphere which encourages participants to listen to, respect and support each other. climate which listens to, respects and has complicity amongst its members.
* Making sure that the task which will to be worked on is crystal clear.
* Sharing the information of each individual or sub-group so it can be properly taken into account.
* Considering all points carefully.
* Identifying and using points which are clearly fall on common ground in order to begin building the proposal.
* Gradually drafting the proposal through collective thinking.
* Celebrating your achievement.
What do we understand by collective thinking?
It is like a synthesis of individual talents and ideas, not an eclectic summary of what is best but rather a synthesis of all. Individual talents placed in the service of common good, creating through differences, understanding differences as elements which enrich our common vision or understanding.
It implies:
* Feeling that one is part of a whole.
* Letting oneself ‘blend into’ others.
* Not considering others to be opponents, but rather components of the whole group and in equal conditions.
* Respecting opinions not through obligation but rather through desire.
* Having a positive attitude to be able to see what unites, rather than what separates.
* Going for instead of going against.
* Thinking in advance that others’ contributions will enrich the process.
* Not reacting immediately, allowing what others say to sink in first.
This document is the result of the experiences of the Group Dynamics Commission for the Assemblies of the Puerta del Sol Protest Camp, and contains only suggestions. We encourage you to add to it, to improve it and to share it around so we can all learn to participate in an Assembly.