CATALYSE_Shaking_Hans

URBAN INTERVENTIONWELCOMING OR IRRITATION CLIMATEDescription:Urban interventions are suitable to overcomebarriers between anonymous city residents andurban change initiators. This requires small buteffective changes to urban spaces by giving familiarthings a new meaning through alienation.This may lead to initial mutual experiences andthe so very important initial contact/welcomingeffect. Irritation in public spaces, such as handingout free strawberries in a pedestrian zone,increase the passers-by sense of well-being andcohesion and may lead to initial conversations.This first contact can be used to point out comingevents or simply to chat about the neighbourhood.For a short moment, they lift the barrierbetween what was previously consideredunfamiliar. The impact of this kind of actioncan be increased by involving additional neighbours,such as shops, cafés, residents and interestedpersons, etc., in the intervention. Whendeciding about the type of action, the venue andits uniqueness are of utmost importance:Take possession of the city, play with it, transformit creatively, and surprise yourself andothers. Respect generally valid rights and carefor the environment. Strive for a synergeticand sustained co-existence with the city andits residents. (Hedinger and Meyer 2013: UrbanInterventions Manifesto). Artistic irritationsare helpful, too, to establish a first contact. Itmay provide an indication of problems in theneighbourhood and thus provoke discourse inthe neighbourhood, which ideally leads to mutualinsights and ideas. Likewise, laying out turfrolls and putting up chairs and tables on a carpark may be a visual statement calling for moregreen spaces and fewer traffic zones in the city.The creative power of imagination has no limitsin thinking up urban interventions. The aim ofall actions is to inform targeted persons aboutnew events or organisations and collect contactdata for the future course of action.Methods:The seven sub-sections of urban intervention,according to Hedinger and Meyer (2013), can besummarised as follows:• URBAN CANVAS (graffiti, signs,markings, buildings, light, et al.)• ATTACHMENTS (creative add-ons,parasitic take-overs)• LOCALISED (designing specific sites,context with a bonus)• PUBLIC PRIVACY (mixing inside andoutside)• PUBLIC STAGE (performances in publicspaces, flash mobs et al.)• ADVERTISED (ad-busting, brand hackinget al.)• NATURALISED (guerrilla gardening,snow, sand et al.)Targets:• artistic irritation in public spaces• address unfavourable developments ina neighbourhood• find opportunities of discourse with“Hans“• acquisition of interested persons byway of mailing lists• spread information about key events/kick-off meetingsExamples:• temporary road closures• temporarily change the function ofpublic spaces -> from a car park to acoffee stall• art performances in shopping streets• design markets• street festivalsREFLECTIONREGULARS’ TABLE (“STAMMTISCH”) OFFORGOTTEN IDEASDescription:Regardless of what you initially thought to knowabout the neighbourhood, it will turn out to bewrong. With this approach, you keep your mindwide open for the inner connections and peoplein the neighbourhood.Establishing a regular informal meeting, a regularplatform for exchanging ideas, and reflectingon the locality, helps to exchange mutualexperiences and get to know each other. This isa characteristic function of regulars’ tables (inGerman “Stammtisch“). A good structure and authenticfacilitator, such as a district manageror carer, in an open and comfortable surrounding– the “hangout” – facilitates the exchangeof ideas for urban visions. Simultaneously,an online-based forum or project managementmakes it possible to integrate ideas and opinionsof persons who are not able to attend. Inaddition, the platform is a collection point forall contact data of interested parties since notall citizens are always able, or want, to becomeinvolved in the same issues. A small core groupwill often act more effectively than everyoneacting together. The participants’ potential andabilities often vary so the group, and especiallythe facilitator, needs a good sense for momentswhen someone should be involved more intenselyor not.Methods:• regulars’ meetings in a relaxedatmosphere• Internet platforms such as blogs,project management, forum, apps,etc.• mailing lists for different subjects• well-structured and open facilitationTargets:• introduce and meet active members• exchange and document stories aboutthe neighbourhood• identify and describe problems in theneighbourhood• collect ideas for improvingcommunity in the neighbourhoodExamples:• meetings in a pub• meetings in a neighbourhood livingroom (cf. Alsen living room inBochum)• meetings on certain topics ofdiscussion and current needs• use Facebook for coordination andannouncements• use platforms such as Trello forproject management (distribution oftasks, contact data, communalcalendar, etc.)URBAN VISIONWHAT TO BELIEVE IN?Description:Creating a mutual vision is only in collectiveworkshops and discussions possible. “Hans“generally wants to know what he/she is optingfor and where he/she is heading. A mutual visionshould not be too specific so that it canbe adjusted and modified in the course of theprocess. On the other hand, it should not betoo unfocussed to avoid misunderstandings anddifferent interpretations. Future workshops aregood tools for outlining common targets and amutual vision. A clear, ideally visualised, visionwritten down on paper is important in terms ofinternal consensus and conviction on the onehand and on the other hand it is a tool to acquiremore supporters.In addition to a convincing vision, targets mustnot be set too high so as to avoid disappointment.For example, it is advisable to find outwho is able to realistically achieve which targetsand accordingly initiate the first steps andtasks. In the end, the group will concentrate ona core group that is able to act efficiently – theCommunity of Practice.Methods:• workshops• future workshops• writing workshops• discussionsTargets:• create and visualise a vision for theneighbourhood• outline a form of implementation and/or organisation• establish and distribute specifictasks – who can contribute?• identify a core groupExamples:• artistic visualisation in publicspaces, such as a self-made 3D planset up in a public space• presentation of the vision to authorities,foundations, public briefings,etc.• theatre or film productions of thestory• hold future workshops with visionsfor the future and good examplesfrom other neighbourhoodsTHE DOERSA CORE GROUP CAPABLE OFEFFICIENT ACTIONDescription:During the group work, doers emerge who arewilling to accept more responsibility and tasksthan others. The doers constitute the implementation-focussedcore group. To remain capableof action and open for more doers, a clearstructure within an organisational form is indispensable.It serves for structuring collectivework and provides orientation for the achievementof targets, implementation of methods,and maintaining the vision. It is not an end initself and eliminates itself after the vision iscompleted, or creates a new vision. How thisgroup makes decisions should be defined in theorganisational structure. Whether it acts accordingto the principle “Dictatorship of the Active“or whether it takes all decisions jointly,or whether a smaller circle of decision-makerssets the course, should be determined in analyticalprocesses such as workshops and discussions,possibly with external experts. All optionshave their advantages and disadvantages.What is important is that the structure is flexibleto be able to adjust changes of the vision.The structure grows with its users and not viceversa.Such an adaptive organisational form not onlyhelps to structure internal work processes butalso generates transparency, accessibility, andtrust, when looking for new partners and actors,applying for funds, or when working togetherwith public institutions. For this purpose,already existing citizens’/neighbourhoodfunds can be drawn on.Also, its presence in the neighbourhood is importantin order to remain in contact with localresidents. “Hans“ has to be convinced of thereliability and sustainability of the project. Itshould also be possible to invite “Hans“ to seewhich possibilities of contribution he/she hasin the group and which skills or competencieshe/she might be able to contribute to help thegroup. The accessibility and permeability that“Hans” experiences with the group, for examplein open meetings, is crucial to turn so-calledsceptics into active parties. Such an organisationsees itself as a socially open institution thatdoes not intend to foreclose and subject decisionsto hierarchies but wants to achieve the participationand integration of the “Hans” in eachof us – an aim that is not subject to time-limitsbecause of residents moving into and out of theneighbourhood.Methods:• set up a recursive organisationalstructure, flat hierarchies and simultaneouslyassign distinct areas ofresponsibility• rent a venue• community budgeting/citizens’ fondsTargets:• establish an open organisational form• establish transparent decisionmakingstructures• be present in the neighbourhood andalways remain open to new ideas• understand setbacks as necessarypart of social learning spaces andovercome them• set up a physical manifestation of thegroupExamples:• foundation of an association or acooperative• renting an office/a space in theneighbourhood in order to be present• offer open doors and meetings tointerested parties• obtain citizens’ funds, neighbourhoodfunds, or other funding partners ormeans to implement the vision1617