The title of this post sounds like the name of a science fiction film where supercomputers take over the world but I will describe what it means below.
I refer once again to the Chapter on Important Descriptions, and how work in the community becomes dominated, over time by the methods chosen by the Pillars.
I propose that, in respect of our different intelligences, the ability of academically trained practitioners to process linguistic and mathematical/logical (L+M/L) information at a high speed is a causative factor in domination of communities in general and in particular members of the Focus Group.
I believe that this happens unwittingly even by the most well-meaning and sincere practitioners. The primacy of fast processing is so ingrained in our consciousness that we do not think that there is any other way to get things done.
Fast processing does indeed get things done, and more importantly, it wins arguments!
Using a mixture of logic, articulation, language and quick thinking, there is no contest – really, in an argument, between the academically trained practitioner and someone who might have left school early, and not have been exposed to years and years of honing L+M/L skills.
Where there is a win and lose, people who process things slowly can get tongue tied or confused and shut up, or else have an irrational outburst born of the frustration of being dominated by fast-processor logic – not only in the current argument but in a myriad of previous ones.
Of all the taking on the values of the oppressor [1] tendencies, (and, you might remember, I am substituting mainstream for oppressor) using fast processing to impose one’s opinions, judgments and views is top of the pile.
And, of course, in the long term, leaving people behind and feeling inadequate, and excluding them because they cannot think quickly enough has a consequence. In my many years’ experience I have observed, sadly, that there are many fast processors in community leadership who jettison (or at least sideline) people when they can’t keep up, or consign them to roles where their full potential is not realised.
True inclusion of vulnerable people and acknowledging that processing speed is just one of many, many qualities helpful in community work will certainly slow down the speed at which we get things done but I truly believe that it will enhance the sustainability of change.
The opposite will mean that change is cosmetic, not adaptive [2] and is often, more than anything else, responsible for most of the very subtle exclusion that accompanies so many well-meaning initiatives that may cost a fortune.
And I’m going out on a bit of a limb here (again) but I believe that some people, no matter how hard they try, will never feel that their opinions will be valued because they cannot match the processing speed of the L+M/L trained professional.
Therefore they either don’t express their views at all (so that they will not be proved wrong or excluded and end up frustrated) or express them irrationally or incoherently and they end up proved wrong again, sidelined or excluded – and still end up frustrated.
One of the results of the power of the quick-thinkers/fast processors is that we are conditioned to believe that, in an argument, silence is a bad thing. Yet most harm has been done to humanity by the quick-thinking-good-with-words people – not by those who remain silent!
Very often, if we want to resolve things by talking things through we want the outcome of the resolution to advantage us in some way. Our motivation is not usually to advantage the person who doesn’t appear to display as much interest in the resolution.
As an aside, here, I hear you ask what about two parents, when children are involved. It goes without saying that it is good for children to see their parents resolve their differences in an equal and fair manner – but I don’t believe that it is good for them to see resolution always down to logic and favouring the quick thinker and fast processor. (I distinguish logic from reason here).
To sum up, doing things quickly can hurt people!
But if we really think about it, inclusion enables us to get a lot more done in a different way.
Actually I believe in our working life in general – getting away from community leadership for a moment – process, which is generally neglected, is actually a lot more important than product.
Most industrial relations problems which lead to low morale, poor attendance, a lot of sick leave, strikes etc. are due to product being totally dominant over process. Sometimes lip service is paid to process, where management listens and consults but then do what they want anyway – which is arguably worse than none at all.
[1] This phrase comes from the book also referenced here; The Pedagogy of the Oppressed by Paulo Friere
[2]. Cosmetic change, as the name implies, is change that looks different but nothing really changes. Adaptive change on the other hand means that the organisation has to adapt to real change. I am indebted here to the writing and practice of Prof. Tom O’Connor which promotes a criminal justice system that has compassion at its centre.