WHAT YOU SEE & WHAT YOU GET
5 May 2008 — ArantxaDuring the course of working in customer services I have been sent on a number of courses by employers. Although most of them have just dealt with the matter of how to please customers (subservience), a couple of them have been useful to me and I’m going to recount a scenario from one of them.
The workshop leader asked us to discuss how a person makes their status known to others. She then took four of the participants aside, gave them each a role and instructed them to play out a given scenario but not before randomly according them each a status (ranging from high to low) of which only each individual was aware. The rest of us had to rank each other participants according to status and not one of us got it wrong.
What this showed me is that we bring ‘hierarchies’ to our interactions with others without such hierarchies ever being agreed upon, spoken about openly or even acknowledged.
At times, previously understood dominance/submission within relationships is brought to the fore in such a way as to render it undeniable. Undeniable but, still, unspeakable. The illicitness of discussing hierarchy (where there is supposed to be none) keeps this hierarchy in place or destroys the relationships built upon it.
So, I’ve had these thoughts about power dynamics between women in grass-roots activist groups and I remembered a feminist essay in Amy’s Feminist Reprise archive. ‘The tyranny of structurelessness’ by Joreen Freeman really helped me make sense of many of my experiences of working in groups and I do recommend reading it. She ends with a set of ‘principles we can keep in mind that are essential to democratic structuring’:
- Delegation of specific authority to specific individuals for specific tasks by democratic procedures. Letting people assume jobs or tasks by default only means they are not dependably done. If people are selected to do a task, preferably after expressing an interest or willingness to do it, they have made a commitment which cannot easily be ignored.
- Requiring all those to whom authority has been delegated to be responsible to all those who selected them. This is how the group has control over people in positions of authority. Individuals may exercise power, but it is the group that has the ultimate say over how the power is exercised.
- Distribution of authority among as many people as is reasonably possible. This prevents monopoly of power and requires those in positions of authority to consult with many others in the process of exercising it. It also gives many people an opportunity to have responsibility for specific tasks and thereby to learn specific skills.
- Rotation of tasks among individuals. Responsibilities which are held too long by one person, formally or informally, come to be seen as that person’s “property” and are not easily relinquished or controlled by the group. Conversely, if tasks are rotated too frequently the individual does not have time to learn her job well and acquire a sense of satisfaction of doing a good job.
- Allocation of tasks along rational criteria. Selecting someone for a position because they are liked by the group, or giving them hard work because they are disliked, serves neither the group nor the person in the long run. Ability, interest and responsibility have got to be the major concerns in such selection. People should be given an opportunity to learn skills they do not have, but this is best done through some sort of “apprenticeship” programme rather than the “sink or swim” method. Having a responsibility one can’t handle well is demoralising. Conversely, being blackballed from what one can do well does not encourage one to develop one’s skills. Women have been punished for being competent throughout most of human history–the movement does not need to repeat this process.
- Diffusion of information to everyone as frequently as possible. Information is power. Access to information enhances one’s power. When an informal network spreads new ideas and information among themselves outside the group, they are already engaged in the process of forming an opinion–without the group participating. The more one knows about how things work, the more politically effective one can be.
- Equal access to resources needed by the group. This is not always perfectly possible, but should be striven for. A member who maintains a monopoly over a needed resource (like a printing press or a darkroom owned by a husband) can unduly influence the use of that resource. Skills and information are also resources. Members’ skills and information can be equally available only when members are willing to teach what they know to others.
















