KM Conferences Discussion on actKM September 2006

ISSUES

The Conference Business

• Commercial conferences get things started, have a priming function for a new practice domain

• “Politics” of conferences – some people excluded? – vested interests?

• Conference organisers out of tune with their market ?

• Conference trade is not high margin, conference organisers carry the risk

• “Indie” conferences challenge the mainstream by creating less distance between participants and performers, may re-energise the industry if there is collaboration between them

• Commercial conferences need to make profit, hence engage big names, carry risk, hence big fees

• Commercial conferences rely on established names, and hence don’t push the edge, tend to repeat messages

• Cost effectiveness of commercial conferences for participants declines after a couple, greater understanding requires a move from conventional or superficial treatments

• People tend to graduate from guru/learner conferences to peer-to-peer conferences

• Non-commercial conferences more affordable, more diverse, can push the edges, more collegial

• Different conferences suit different folks

• Conference companies could invest more profitably in other areas but don’t, should be pleased they still commit

• Smaller markets can’t accommodate a large number of conferences

• Assumption that the current economic model is the best

• Assumption that organisers and keynotes know best

Speakers

• Good feedback doesn’t mean automatic re-invitation – presenters need to submit proposals in time

• Many conferences occur in the same period, putting pressure on keynote availability

• Most speakers/ keynotes don’t get fees, just expenses, have economic pressures and work commitments, sometimes difficult to stay around

• Trying to sell backfires

• Need to serve an apprenticeship for several years to get to keynote status

• Hard to deliver substantial content in 45 mins – 60-90 mins better

• Need to read their audiences, fix on individuals as barometers, creates intimacy and responsiveness

• Speakers can’t always afford to speak at a conference even if invited if they don’t have a sponsor or get expenses

• Speakers may be reluctant to give handouts for fear of having their ideas taken and reused without attribution

• Very few vendors can provide original thinking

• Many organizations will not allow negative/failure stories to be shared

• Quality is in a combination of the content, preparation, room, equipment, audience, etc.

Participants

• Difficult to attract participants to register without big names (keynotes and vendors)

• Participants also have pressure on their time, and on their budgets

• Participants often need powerpoints to structure their understanding and recall, especially if working in second language

LIKES

Participants

• Collegiality and community

• Meeting and talking to gurus

• Can network, make new contacts with similar interests, meet interesting people

• Can use the conference as a meeting place for existing contacts

• Can build relationships over several years through the same event

• Small conferences not over 60 people

• Diversity of participants (researchers, consultants, practitioners, international)

• Social programme around the conference

Vendors

• Vendors who don’t try to sell in presentations

• Vendors who pay for their customers to come and tell their story

• Seeing all the vendors gathered in one place

Speakers

• Keynotes who stay and participate and are accessible

• Speakers who entertain and educate

• Can promote your book/business through conferences

Content and Format

• Interesting subjects

• Broad range of case studies

• Getting the latest views on a subject from a variety of perspectives

• Finding out what really works (or doesn’t work), from practitioners

• Variety of tracks

• Linking theory to practice

Logistics

• Articles and papers as well as slide sets in conference materials

• Being able to buy audio recordings

DISLIKES

Presentations

• “Death by powerpoint”

• Reading off the points on the powerpoint slides

• Reading from notes

• Endless flowcharts

• Short presentations with no chance for questions

• Seminar style all day – we talk, you listen

Logistics

• No reference materials on the content of the session

• Not being informed in advance of substitutions, video-conferencing of keynotes

• No comfortable seating areas to sit and chat

• Not knowing in advance whether reference materials / audio recordings will be available

Speakers

• Keynotes who flit in and out

• Keynotes who don’t prepare or connect with audience

• Vendor presentations by weak presenters, only interested in selling, can’t bring practitioner context to topic

• Presenters without good communication and presenting skills

• Presenting old ideas dressed up as new ones

• Big picture keynotes that are too superficial

• Keynotes who give the impression they have nothing to learn from participants

• Speakers who use their slots for personal marketing

• Speakers who reuse the same content from event to event

• Speakers who are locked to the podium

• Big names who push their approach as “the” method

IDEAS

Programme

• Bring in people from the fringe, new ideas, trying new things, not big names

• Bring in people from seemingly unconnected fields to get a fresh take on KM – eg sports commentator

• Use communities like actKM to identify emerging topics, possible speakers for conferences

Conference Format, Activities

• “Death match” debates between opposing schools/camps

• Use “speaking circles” technique

• Tea on the terrace/ in the garden, post-keynote in small groups to discuss

• Free day with vendor exhibits, free presentations

• Summit style - small numbers of senior people, keynotes open a topic and then open discussion

• Use expert “discussants” to introduce/contextualise and then critique/discuss papers

• Reverse presentation: Invite the keynotes to be the audience, knowledge managers present what they’re doing, social pow wow follows

• Use open space technology

• Run an event as a series of conversations eg World Cafe

• Use dialogue techniques

• Combine online wikis/blogs with the event (pre- and post-)

• Audiences blog or do IRC chat during presentations commenting on the content, and this is projected live onto screen for all to see

• Try a conference with no keynotes

Presentation Techniques

• Including activities and exercises within presentations

• Use “sit-down if” / “last person standing” surveys (better than asking people to stand)

• Designate co-presenters representing different interests in audience and hold dialogue

• Lead the audience through an experience that forms a basis for reflection/discussion (Max Boisot and imaginary conductors of music)

• Use mindmapping as you speak

• “Back of a napkin test” keeps the content simple, helps to structure the presentation, have an idea of your beginning and end, with options for the middle, probe your audience, use stories

• DeBono speaks sitting down drawing on a continuous transparency roll

• Start presentation from within audience

• Use as many communication techniques as possible, visual, textual, aural, movement, participation, feedback

Networking

• Use “speed-dating” technique for structured intensive networking

• Evening social gatherings, knowledge cafes, forums with keynotes

Maximising Presence of Keynotes

• Keynotes tend to stick around if made session Chairs

• Keynotes also provide training/workshop events for deeper application

• Half day workshops better for more intensive learning in an area

NEW CONFERENCING MODELS & ADDITIONAL RESOURCES

UnBla

UnBla offers a different form of conferencing. This includes pre-event, event and post-event care for activities that lead to a tangible result for the host organisations. An UnBla conference typically does not exceed 100 delegates who will have to demonstrate their own interest in the topic.

The topics of the UnBla conferences are a set of real-life problems, set by the host organisations of the conference. The hosts act as experts of their problems. As‘locals’, they provide the context of the conference; they are ‘knowledge seekers’.

Guests from outside – ‘the travellers’ – act as ‘knowledge carriers’, as catalysts and fertilizers. They bring their own local knowledge from other parts of Europe and the world. In the conference, this knowledge is brought together, assembled, and applied to the problem. Thus, UnBla is also integrating the local, ‘sticky’ and the

global ‘ubiquitous’ knowledge. It opens the often positive view from the outside. Typical topics or problems addressed at an UnBla conference could be policy development, personal, organisational, or regional development, or innovation.

UnBla builds on the legacy and the spirit of ‘KM Fringe’ at KCC Europe (Amsterdam, November 2005) and ‘Contactivity’ (Greenwich/London, April 2006). These were held under the auspices of Knowledgeboard. They explored how a conference could be productive, instead of reproductive, and how participants could not only listen, but also start talking to each other. Ever since, UnBla is collecting, exchanging and developing methods that support these goals.

http://www.unbla.org/conferences/index.php?cf=1.

Unconferences

The problem with most conferences is that the intelligence is sitting in the dark with its hands folded, falling asleep while a bunch of idiots on stage with PowerPoints talking nonsense because they are so scared they need crutches to keep from having a nervous breakdown. This has been going on for twenty years. It's time to try something new.

At BloggerCon, there is no audience, there are no speakers.

There is a discussion leader (DL), a person responsible for the flow of the discussion.

To get things started the DL talks for a few minutes, listing some ideas from the pre-conference discussion.

The DL has an editor, in this case me, who set some goals for the session. I tried to keep the goals really loose. When choosing DLs, I went for people who have the ability to lead discussion, over expertise in a subject. Ideally you want both, but I think too much expertise is a problem, because then you might end up in a lecture format (as happened in one or two BC II sessions, old habits die hard).

I generally went with journalists or professors, given that both are good at seeking out points of view, and keeping an interesting discussion going. Even better if you can get a journalist who has experience as a teacher. But if you're going to have a session on medicine, for example, I think you need to have a doctor or medical researcher lead the discussion, to make sure you're on solid scientific ground. But make sure you get someone who naturally yields the floor.

Make sure your DLs are well-versed in the published groundrules. If you see them use the terms "panel" or "audience" in a comment or email, correct them. I do it too. (Say this when you correct them.) Old habits die hard. Don't worry about egos. If they have a problem, get someone else, because in order to do their job they're going to have to cut people off, and correct them.

Begin and end the day with everyone in one room. In the opening session, review the groundrules, sing a song, try to do something fun so that people get the idea this conference is about ideas and making new friends. It's not that serious. This way maybe some of the good stuff will happen in the sessions and not in the hallways. Also, it's super-important to have a discussion, no matter how brief, at the opening session, to create an example for all the DLs to follow. They will follow you. This is the chance to make sure the audience-speaker model doesn't creep back in. Ask the room to set the expectation for the conference. What do you hope to get out of this conference, and see what you can do to help them get it.

After the opening session, fork into two tracks, one deep in an application (at the second BC it was journalism and politics) and one deep in the technology (but still for users). These are the beginnings of two tracks that go through the whole day. People can go back and forth betw tech and apps. In the third slot add a session on a profession, this time we did librarians. If you're going for two days, have more professional sessions, or spread out if your conference is larger. Eventually we could have conferences with thousands of people. I think the format will scale nicely.

At the end of the conference wrap things up. Make sure the DLs are all there. Ask them one by one to say what happened, did they reach a conclusion, how did it go. Have one or two discussions. Thank the people who made it possible. If you remember, sing a song. Say goodbye and have a reception, go out to dinner, and go home and sleep with a smile on your face.

Dave Winer http://www.bloggercon.org/2004/04/21

More unconferencing links at http://www.anecdote.com.au/archives/2005/11/unconferencing.html

Open Space Technology

Open Space Technology is one way to enable all kinds of people, in any kind of organization, to create inspired meetings and events. Over the last 20+ years, it has also become clear that opening space, as an intentional leadership practice, can create inspired organizations, where ordinary people work together to create extraordinary results with regularity.

In Open Space meetings, events and organizations, participants create and manage their own agenda of parallel working sessions around a central theme of strategic importance, such as: What is the strategy, group, organization or community that all stakeholders can support and work together to create?

With groups of 5 to 2000+ people -- working in one-day workshops, three-day conferences, or the regular weekly staff meeting -- the common result is a powerful, effective connecting and strengthening of what's already happening in the organization: planning and action, learning and doing, passion and responsibility, participation and performance.

Open Space works best when the work to be done is complex, the people and ideas involved are diverse, the passion for resolution (and potential for conflict) are high, and the time to get it done was yesterday. It's been called passion bounded by responsibility, the energy of a good coffee break, intentional self-organization, spirit at work, chaos and creativity, evolution in organization, and a simple, powerful way to get people and organizations moving -- when and where it's needed most.

And, while Open Space is known for its apparent lack of structure and welcoming of surprises, it turns out that the Open Space meeting or organization is actually very structured -- but that structure is so perfectly fit to the people and the work at hand, that it goes unnoticed in its proper role of supporting (not blocking) best work. In fact, the stories and workplans woven in Open Space are generally more complex, more robust, more durable -- and can move a great deal faster than expert- or management-driven designs.

We never know exactly what will happen when we open the space for people to do their most important work, but we can guarantee these results when any group gets into Open Space:

1. All of the issues that are MOST important to the participants will be raised.

2. All of the issues raised will be addressed by those participants most qualified and capable of getting something done on each of them.

3. In a time as short as one or two days, all of the most important ideas, discussion, data, recommendations, conclusions, questions for further study, and plans for immediate action will be documented in one comprehensive report -- finished, printed and in the hands of participants when they leave.

4. When appropriate and time is allowed for it, the total contents of this report document can be focused and prioritized in a matter of a few hours, even with very large groups (100's).

5. After an event, all of these results can be made available to an entire organization or community within days of the event, so the conversation can invite every stakeholder into implementation -- right now.

6. AND... results like these can be planned and implemented faster than any other kind of so-called "large-group intervention." It is literally possible to accomplish in days and weeks what some other approaches take months and years to do.

http://www.openspaceworld.org/

World Café

World Café Conversations are an intentional way to create a living network of conversation around questions that matter. A Café Conversation is a creative process for leading collaborative dialogue, sharing knowledge and creating possibilities for action in groups of all sizes.

The challenges of life in the 21st Century require us to find new ways to access the wisdom and intelligence inherent in groups both small and large. The need for collaboration, insight and coordinated action has never been greater. Café Conversations are one way that communities, businesses, governments, and people from all walks of life are using to create a common purpose, share knowledge, make more intelligent decisions, and call forth life-affirming action together.

The methodology of the World Café is simple: The environment is set up like a café, with tables for four, tablecloths covered by paper tablecloths, flowers, some colored pens and, if possible, candles, quiet music and refreshments. People sit four to a table and have a series of conversational rounds lasting from 20 to 45 minutes about one or more questions which are personally meaningful to them. At the end of each round, one person remains at each table as the host, while each of the other three travel to separate tables.

Table hosts welcome newcomers to their tables and share the essence of that table's conversation so far. The newcomers relate any conversational threads which they are carrying -- and then the conversation continues, deepening as the round progresses.

At the end of the second round, participants return to their original table -- or move on to other tables for one or more additional rounds -- depending on the design of the Café. In subsequent rounds they may explore a new question or go deeper into the original one. After three or more rounds, the whole group gathers to share and explore emerging themes, insights, and learnings, which are captured on flipcharts or other means for making the collective intelligence of the whole group visible to everyone so they can reflect on what is emerging in the room. At this point the Café may end or it may begin further rounds of conversational exploration and inquiry.

In World Café, the formulation of powerful questions is a fundamental art and skill. Questions like "What's important to you about this situation, and why do you care?" and "What are we not seeing (or talking about) that is vital to our progress?" can open up new possibilities and energy. If you (as planner or host) don't know what question(s) are right for a particular Café, you can ask as a first round question "What question, if answered, could make the greatest difference to the future of the situation we're exploring here?"

The seven design principles of World Café are:

• Set the context

• Create hospitable space

• Explore questions that matter

• Encourage everyone's contribution

• Cross-pollinate and connect diverse perspectives

• Listen together for patterns, insights, and deeper questions

• Harvest and share collective discoveries

http://www.co-intelligence.org/P-worldcafe.html

http://www.the worldcafe.com

Speaking Circles

What is a Speaking Circle?

A SPEAKING CIRCLE is a small group that supports the development of Relational Presence with listeners to create ease and impact in communication. With usually 5 - 10 participants, sessions offer an innovative and natural approach to self-expression: being yourself, being present with your listeners one person at a time, and receiving appreciative acceptance for who you are.

What happens at a Speaking Circle?

The Facilitator opens by modeling and discussing Relational Presence, laying out the guidelines and answering questions. Each person gets a chance to be in front of the group for three minutes to be the center of attention and "check in." Silence is fine since there is no priority on speaking. The primary instruction is simply to be in Relational Presence one listener at a time, through soft, neutral eyes. Then, each person has a longer turn (usually 5 or 7 minutes) to follow any thread or theme, or remain silent, with the priority always on Relational Presence with one person at a time. This turn is followed by positive feedback (essence appreciation) led by the Facilitator. This appreciation, along with the two turns, is recorded on a personal videotape given to the participant for private viewing.

What do you mean by "Relational Presence"?

Relational Presence simply means being open to connection through a soft gaze, and with no agenda, or even a need for words. It is the pre-condition for communion; just being together with no judgment, no demands, no expectations, nothing to do, nowhere to go.

Why the emphasis on listening?

Effective communication is a two-way process. Full presence listening is at the basis of authentic speaking. When you listen with easy attention, and your only agenda is to see the best in the other person, you begin to experience others differently, without the usual judgments. Listening with full, non-critical availability creates genuine connection naturally. And when you listen to the silence as well as to the words, you allow others to find their own essential presence and to share it.

Why do people attend?

Most hear about SPEAKING CIRCLES from a friend or associate who has received great benefits from participating. Some attend an introductory presentation that piques their interest. Others are inspired by our website or the book, Be Heard Now!. Usually the incentive is to become more comfortable, confident and effective in front of groups for

- relief from performance anxiety and stage fright
- greater connection and impact
- access to natural passion, creativity, humor, and storytelling ability
- personal transformation, and professional and/or leadership development

How do Speaking Circles cure stage fright?

Anxiety in front of groups can be masked with technique and exacting preparation, but such attention to performance gets in the way the development of natural authenticity with listeners. The way to move through stage fright effectively is to develop the capacity to simply be with one person at a time, always. When one invites connection in this way, the group listens with respect, attention, and appreciation, and the fear falls away.

What can a newcomer expect?

The emphasis on being with one person at a time, allowing natural silence, and listening without judgment, relieves the pressure to perform. As a result, the nature of a newcomer's perspective on "public speaking" may shift dramatically from impossible to very possible. Or from a chore to a joy. They can quickly move past fear of being the center of attention to discover the gift of receiving support from an audience. It becomes as easy and pleasant to speak to a group as to a close friend.

What are the benefits of Speaking Circles for experienced speakers?

Experienced speakers can express themselves with more ease, authenticity, and passion when they learn the key to masterful, magnetic presence. They discover the natural way to establish a warm connection with any audience. They find that when they are completely genuine, they inspire and motivate others, and become energized rather than drained by speaking opportunities.

http://www.speakingcircles.com/Articles/Principles/FAQ.html

Chris Corrigan’s Resources Page on processes and tools for Facilitation of events

http://chriscorrigan.com/parkinglot/?page_id=958

With thanks to the many contributors from the actKM Forum in this discussion.

Patrick Lambe 27/9/2006