Possible roles

The facilitator reads the descriptions of the different roles in advance so that she can convey them to the group members and distribute them.

To function, a group needs various tasks to be accomplished and functions to be fulfilled. These are rarely named, and the participants take them on unconsciously. This haphazard distribution of roles and their mental load is a regular source of conflict (the same people are always in charge of tidying up or keeping agendas up to date, unfulfilled functions cause problems, a monopoly of certain tasks gives a great deal of power, etc.).

It's therefore important to make these roles visible, to distribute and circulate them. In this tool we suggest five roles for structuring groups; others can be created as required, if they:

• help the group solve any problems it may face.

• give each person the opportunity to make a specific contribution, identified and recognized by the group.

Ideally, these functions can rotate and help each member to distance themselves from their usual way of being and acting in the group.

• Ensures that the framework (of the discussion, the session, etc.) is maintained.

• Observes the content of discussions, keeping the session focused and moving forward.

• Takes stock of the session's progress, clarifies positions and concerns and reminds participants of decisions made.

• Organizes the floor, remains as neutral / objective as possible on the subject, and stimulates the group's intelligence.

For more details, see the theoretical tool The Facilitator.

• In collaboration with the facilitator and the group, draws up the program and writes it down clearly and visibly.

• Assesses whether topics or activities are progressing at the expected pace; if not, draws the group's attention to this point and redefines the program as necessary.

• Regularly announces, out loud, how much time is still available. As much as possible, anticipates by keeping an eye on the time and the progress of exchanges (doesn't wait until the last five minutes to tell the group that time is running out).

• At the outset, makes sure that spaces are accessible at the scheduled time, with the necessary furniture, water, etc.

• In collaboration with the group, establishes the space requirements and resources available.

• During breaks, ensures that spaces remain open or closed according to the group's needs.

• At the end (of the day / session / work period), ensures that the space is restored to its original state.

• The space caretaker is responsible for ensuring that the space is functional to begin with, and restored at the end, but she doesn't have to do it alone. She assesses the number of people needed for set-up and tidying-up tasks, and makes sure things get done.

• Keeps an eye on the group's emotional state (excitement, calm, tension, dissipation, fatigue, anxiety, etc.).

• If necessary, suggests pauses, quiet times, exercises to energize or soothe, or time to allow participants to express their emotions.

• Is a resource person for others, if they need support.

• Keeps record of what happens and what is said at the meeting (in the form of minutes or notes).

• At the end of each session, takes note of the tasks to be carried out and who does them.

• Writes down all important information for the future.

• Ensures that information and notes from the meeting are accessible to all those involved (especially those who were absent).

This role is extremely important, but often invisible. The task of note taking requires concentration, and that of gathering information and making it accessible is a heavy mental burden, especially for a group that exists over a long period of time. It must therefore be circulated even more often, sometimes within the same session. In large groups, or groups that meet regularly, it may be useful to split the role. As the role is central, there is a notable risk of burnout and / or power-grabbing, so make sure that all members contribute.

These roles are strongly inspired by those presented by Starhawk in Dreaming the Dark, Women, Magic and Politics (p. 186 ff.). She suggests them as a way of consciously helping to change patterns, or the underlying structure of the group. She suggests assigning these functions according to the place each feels they have in the group: “The person who feels most peripheral can be chosen as facilitator. The person who tends to monopolize the floor can be asked to take notes. The person who is the most cranky and irritated is assigned the role of mood watcher.” (Ibid., p.189.)

Roles can be taken for one session only, or for a longer period. However, they need to be redistributed regularly to avoid them being taken by habit and unconsciously, and thus creating monopolies of power or exhaustion. It's also important to take on roles you're not used to, as it's by practicing them that you develop skills, as well as a link with the group and its objectives.

These roles are strongly inspired by those presented by Starhawk in "Dreaming the Dark : Magic, Sex, and Politics".

It's essential to circulate roles to avoid the crystallization of power, as shown in this table (fr) : les chef-fe-s : comment se débarasser.

Self-management and anarchy don't mean there's no need for structure. Read Joe Freeman's text The tyranny of structurelessness.