Difference between pages "Clsx takeaways" and "ClsXlca2015 behaviour"

From LCA2016 Delegate wiki
(Difference between pages)
Jump to: navigation, search
(clsXlca 2015 Takeaways)
 
(clsXlca 2015 Behaviour discussion notes)
 
Line 1: Line 1:
  
  
= clsXlca 2015 Takeaways =
+
== Problem behaviour strategies ==
  
We summed up the day by sharing our take aways from the day. Turns out to be a nice summary of the day's discussions. 
+
Notes from the discussion at clsXlca 2015
  
* Post it Thank Yous. See http://instagram.com/p/xz1NAHFGt8/ [[File:B7Qr4w3CEAEBDhX.jpg|right|200px]]
+
=== What we want to get out of this ===
* Support - how do we support our communities?  Doing this stuff is hard. Supporting the work is key.
+
* Communicate and Collaborate (this was echoed by others too) and soon, and often. Don't keep it to yourself. Share.
+
* Burnout is  a thing.
+
* Inspired to get my community going, and will write a blog article sparked by ideas today. Culture!
+
* Recognition: working towards a recognition culture across, up, down and the tree.
+
* Types of recognition.  Just ask.
+
* Surprise! Pleased that these conversations are happening.
+
* It's possible to generalise the issues.
+
* Recognition is important. The non-code work is hard to measure.
+
* We don't have to solve ALL the problems.  Sometimes they solve themselves, sometimes they just stop being problems.
+
  
'''Code of conducts are important. We need them now. Stop procrastinating.'''
 
  
Understanding what other people are doing validates what we're doing too and shows how and where we can improve.
+
Many haven't had to deal much with problem behaviours much, and would like to learn how, particularly those who can't necessarily be told they're a problem.
  
== NOTES ==
+
Code of conduct enforcement
  
 +
Dealing successfully with problem behaviours that manifest across professional and personal boundaries.
  
===Agenda===
 
  
* Context Appropriate Tone
+
=== Open discussion ===
* Protecting your community - umbrella'ing
+
* funding, budgeting and fundraising
+
* community manager therapy
+
* docs process
+
* hiring
+
* metrics
+
* one off advice
+
* best and worst practices
+
* marketing
+
* breakouts
+
* sustainable handover and pipeline
+
* burnout, retention and recrutiment
+
* diversity - correct vs importance
+
* management
+
* problement people and managing them
+
* creating engagement leadership diversity
+
* succession planning
+
* managing conflict
+
* governance and politics
+
* lifecycle growth / wind down - detecting mission accomplished
+
* inductions and introductions
+
* how to recognise all contributions - how and feel part of the community
+
* making people feel safe  - and flipside - people who make our communities feel unsafe
+
* creating a truly *global* community
+
* interdisciplinary skills - and working across domains
+
* choosing not to be offended if you have the ability to
+
  
  
===Order of events===
 
  
* Introductions
+
==== What is problem behaviour? ====
* Agenda from the room
+
* dot voting on topics
+
  
==Talks==
 
  
* Clinton Roy - diversity- and how it affects people's lives, and the difference it can make
+
* Code of conduct violation
 +
* Refusal to admit you've done something wrong
 +
* Anything preventing communal growth and causing conflict
  
* SUz - diversity within the fab lab - think about poeple who have been excluded on the basis of difference - who have been excluded from the school system. Peopole who are unemployable - people need time and patience to help them become useful.
+
Would be interesting to deal with this by putting yourself in the shoes of the person exhibiting that behaviour. They might feel they're doing the right thing despite others' opinions because they were so absolutely confident.
  
* Tridge - project leaders as umbrellas. Came about linuxcare auslabs joined IBM, Hugh Blemings was the manager withi the group - part of his job was to act as an umbrella - to protect the geeks. In some communities, discussing all this stuff up front is good, but in others this can be a barrier because they don't want to have to think about all the peripheral stuff - they just want to code and send packets. A lot of communities the project leader bears the brunt of this stuff - ie leader as an umbrella.  
+
Community management vs affecting somebody's livelihood; we want to leave out discussion of the latter.
  
* Victoria - human being - until I was welcomed into the group I was an outsider, and Donna welcomed me. This is all about welcoming and introduction. How do you know what to do? Do people want to be welcomed? You have to ask your community. What is the right welcome for your commuity? They will know how to raise issues, they will feel safe, because it is part of the welcoming practice. You need to tell people how to get involved. Talk to your people - find a way to speak to them individually.
+
Dealing with somebody who has extremely positive effects on a community, but also has negative effects. Write a document that says how to deal with certain issues, and convey that to the problem person.
  
** Donna additional: code of conduct, this is where it is, EULA - this is where the rules of engagement are.  
+
Focus on solutions rather than complaining about problems.
  
* Darrell - changing funding paradigms. How groups maintain funding. In AU now, small groups are being defunded because they are seen as not effective. But the small groups are effective - but you're not seen as effective if you don't make a profit - so there is a pressure to make a profit. As one example Lifeline is now spending their time running a book fair, and selling solar energy and coffee so that they can be sustainable financially. The issue is though that the people who call Lifeline now are put on hold, because Lifeline cannot take all their calls - because they are busy selling books and coffee. Is this the right way for non-profits to work? We have non-profits because we've found that some services are best run by non-profits because those services are not seen as valuable by government, which is validated by conversations by politicians. Services are increasingly user-pays - particularly for social servies, and this is where AUstralia's social services are headed. This is a call to action to revers ethe trend.
+
People behaving inappropriately often don't realising, and the first step is to identify that problem to the individual; lack of self-awareness.
  
* Joshua Hesketh - succession planning is very important for the strength and helath of the organisation. Josh is tryin to encourage the pipline for Linux Aus council. If you'r einvolvedin the community, how do you want to be involved in the future of the community. Part of this picture ismentoring - ie having someone come in at a junior level and mentoring them up. If you're burning all your members out, maybe you *should* shut down.
+
Often any given behaviour isn't bad enough to provoke somebody to do anything about it.
  
* Adam - learnings from dealing with problem behaviours at MakeHakeVoid. Paassive aggression was our first step, and it was a mistake. Then, engagement turned to the mailing list. Engagement with the problem behavoiur using the medium they were using for the problem behaiour didn't work either. Instead, a safe space was created for a converation, and a trusted friend was present, and the conversation directly addressed the problem behaivours. Unfortunately the mailing behaviours moved into the person to person space. His behavioru contributed to the burnout of others, so we tried to address it. We tried to established new rules and behaviours. We found we were stacking rules upon rules and it was unsustainable. We realised that the community that he wanted wasn't the comunity we wanted. The person needed structure and predictability, whereas the Hackerspace needed more flexibility. This was met with threatening behaviour from the person, and legal action. The next stage was a thrid party mediator. The parties wanted different things from the mediation process and was less than successful. Finally an email was sent where the person was excluded from attended. The lesson is that sometimes excluding someone *is* the right decision. Unfortunately the person is also on another local group in the area and I'm now in conversations with the leader of the other group about the person's behaviour.
+
Monkey, banana, water spray, ladder. (google it) http://johnstepper.com/2013/10/26/the-five-monkeys-experiment-with-a-new-lesson/
  
** Mark: Are you aware of [http://www.plausiblydeniable.com/opinion/gsf.html geek social fallacies] document?
+
Educate newcomers to how things are done around here, but be open to new ideas from newcomers as well.
 +
 
 +
BDSM community, [[http://pervocracy.blogspot.com.au/2012/06/missing-stair.html broken staircase web post]].
 +
 
 +
Having a code of conduct or other framework goes a long way to making the problem easier to deal with.
 +
 
 +
Act like gravity when enforcing boundaries; gravity doesn't care why you fell, but the consequence is the same.
 +
 
 +
People need to look at the *intent* of a code of conduct, rather than necessarily take it literally, and not all people do this.
 +
 
 +
Code of conduct is a good way to turn away trouble people at the door.
 +
 
 +
==== What has worked for you ====
 +
 
 +
 
 +
Discussing the issues with the person, possibly privately, and possibly publicly. Having open discussions all the time decreases the tension and makes people more comfortable to have these discussions more often.
 +
 
 +
Having an idea where you want the conversation to start and end really helps with preventing the discussion from being derailed. Also rehearsing that discussion in your head beforehand.
 +
 
 +
Some people want to avoid conflict at all cost.
 +
 
 +
If you can't separate the behaviour and the person, it makes it easier to tell that person that they're no longer welcome. If, however, there's a chance the person can change, then they can be welcome as long as they don't exhibit that behaviour.
 +
 
 +
Wanting to be an accepting community for people with mental disabilities makes it really difficult to accept that the person can't be accepted.
 +
 
 +
Some people have mental disabilities, some are just willfully unpleasant, and some are both. When somebody is both, things are difficult.
 +
 
 +
Some people with disabilities are incorrectly treated, and it's hard to identify.
 +
 
 +
Many people with disabilities externalise the blame and as such get what they want from the community in the community's attempt to be accepting of all.
 +
 
 +
Need to be confident in having a solution, and being willing to take the repercussions. This is made easier by having a code of conduct or similar (such as the white ribbon) that you stick to that says "I won't be silent about this; I will stand up and do something about it"
 +
 
 +
 
 +
 
 +
==== Advice for past self ====
 +
 
 +
 
 +
 
 +
Have a clear decision on what behaviour is acceptable and how you respond to something that isn't acceptable.
 +
 
 +
Raising issues as early as possible; don't be silent, because often the person just needs the issue to be raised.
 +
 
 +
Have policies and processes before incidents occur.
 +
 
 +
Discuss early with other community organisers on perceived issues and possible solutions.
 +
 
 +
When you have a conversation about troubling behaviour, ensure the conversation ends in an action plan.
 +
 
 +
The community learns by the slow process, so it's often not possible to deal with an issue quickly, but hopefully we can learn from past conflicts and deal quicker with similar conflicts next time.
 +
 
 +
 
 +
[[category: CLSXLCA]]

Latest revision as of 19:49, 23 January 2016


Problem behaviour strategies

Notes from the discussion at clsXlca 2015

What we want to get out of this

Many haven't had to deal much with problem behaviours much, and would like to learn how, particularly those who can't necessarily be told they're a problem.

Code of conduct enforcement

Dealing successfully with problem behaviours that manifest across professional and personal boundaries.


Open discussion

What is problem behaviour?

  • Code of conduct violation
  • Refusal to admit you've done something wrong
  • Anything preventing communal growth and causing conflict

Would be interesting to deal with this by putting yourself in the shoes of the person exhibiting that behaviour. They might feel they're doing the right thing despite others' opinions because they were so absolutely confident.

Community management vs affecting somebody's livelihood; we want to leave out discussion of the latter.

Dealing with somebody who has extremely positive effects on a community, but also has negative effects. Write a document that says how to deal with certain issues, and convey that to the problem person.

Focus on solutions rather than complaining about problems.

People behaving inappropriately often don't realising, and the first step is to identify that problem to the individual; lack of self-awareness.

Often any given behaviour isn't bad enough to provoke somebody to do anything about it.

Monkey, banana, water spray, ladder. (google it) http://johnstepper.com/2013/10/26/the-five-monkeys-experiment-with-a-new-lesson/

Educate newcomers to how things are done around here, but be open to new ideas from newcomers as well.

BDSM community, [broken staircase web post].

Having a code of conduct or other framework goes a long way to making the problem easier to deal with.

Act like gravity when enforcing boundaries; gravity doesn't care why you fell, but the consequence is the same.

People need to look at the *intent* of a code of conduct, rather than necessarily take it literally, and not all people do this.

Code of conduct is a good way to turn away trouble people at the door.

What has worked for you

Discussing the issues with the person, possibly privately, and possibly publicly. Having open discussions all the time decreases the tension and makes people more comfortable to have these discussions more often.

Having an idea where you want the conversation to start and end really helps with preventing the discussion from being derailed. Also rehearsing that discussion in your head beforehand.

Some people want to avoid conflict at all cost.

If you can't separate the behaviour and the person, it makes it easier to tell that person that they're no longer welcome. If, however, there's a chance the person can change, then they can be welcome as long as they don't exhibit that behaviour.

Wanting to be an accepting community for people with mental disabilities makes it really difficult to accept that the person can't be accepted.

Some people have mental disabilities, some are just willfully unpleasant, and some are both. When somebody is both, things are difficult.

Some people with disabilities are incorrectly treated, and it's hard to identify.

Many people with disabilities externalise the blame and as such get what they want from the community in the community's attempt to be accepting of all.

Need to be confident in having a solution, and being willing to take the repercussions. This is made easier by having a code of conduct or similar (such as the white ribbon) that you stick to that says "I won't be silent about this; I will stand up and do something about it"


Advice for past self

Have a clear decision on what behaviour is acceptable and how you respond to something that isn't acceptable.

Raising issues as early as possible; don't be silent, because often the person just needs the issue to be raised.

Have policies and processes before incidents occur.

Discuss early with other community organisers on perceived issues and possible solutions.

When you have a conversation about troubling behaviour, ensure the conversation ends in an action plan.

The community learns by the slow process, so it's often not possible to deal with an issue quickly, but hopefully we can learn from past conflicts and deal quicker with similar conflicts next time.