How a Group is its own Worst Enemy/Part 1
How a Group is its own Worst Enemy
Part One: How is a group its own worst enemy?
So, Part One. The best explanation I have found for the ways in which this pattern establishes itself, the group is its own worst enemy, comes from a book by W.R. Bion called "Experiences in Groups," written in the middle of the last century.
Bion was a psychologist who was doing group therapy with groups of neurotics. (Drawing parallels between that and the Internet is left as an exercise for the reader.) The thing that Bion discovered was that the neurotics in his care were, as a group, conspiring to defeat therapy.
There was no overt communication or coordination. But he could see that whenever he would try to do anything that was meant to have an effect, the group would somehow quash it. And he was driving himself crazy, in the colloquial sense of the term, trying to figure out whether or not he should be looking at the situation as: Are these individuals taking action on their own? Or is this a coordinated group?
He could never resolve the question, and so he decided that the unresolvability of the question was the answer. To the question: Do you view groups of people as aggregations of individuals or as a cohesive group, his answer was: "Hopelessly committed to both."
He said that humans are fundamentally individual, and also fundamentally social. Every one of us has a kind of rational decision-making mind where we can assess what's going on and make decisions and act on them. And we are all also able to enter viscerally into emotional bonds with other groups of people that transcend the intellectual aspects of the individual.
In fact, Bion was so convinced that this was the right answer that the image he put on the front cover of his book was a Necker cube, one of those cubes that you can look at and make resolve in one of two ways, but you can never see both views of the cube at the same time. So groups can be analyzed both as collections of individuals and having this kind of emotive group experience.
Now, it's pretty easy to see how groups of people who have formal memberships, groups that have been labeled and named like "I am a member of such-and-such a guild in a massively multi-player online role-playing game," it's easy to see how you would have some kind of group cohesion there. But Bion's thesis is that this effect is much, much deeper, and kicks in much, much sooner than many of us expect. So I want to illustrate this with a story, and to illustrate the illustration, I'll use a story from your life. Because even if I don't know you, I know what I'm about to describe has happened to you.
You are at a party, and you get bored. You say "This isn't doing it for me anymore. I'd rather be someplace else. I'd rather be home asleep. The people I wanted to talk to aren't here." Whatever. The party fails to meet some threshold of interest. And then a really remarkable thing happens: You don't leave. You make a decision "I don't like this." If you were in a bookstore and you said "I'm done," you'd walk out. If you were in a coffee shop and said "This is boring," you'd walk out.
You're sitting at a party, you decide "I don't like this; I don't want to be here." And then you don't leave. That kind of social stickiness is what Bion is talking about.
And then, another really remarkable thing happens. Twenty minutes later, one person stands up and gets their coat, and what happens? Suddenly everyone is getting their coats on, all at the same time. Which means that everyone had decided that the party was not for them, and no one had done anything about it, until finally this triggering event let the air out of the group, and everyone kind of felt okay about leaving.
This effect is so steady it's sometimes called the paradox of groups. It's obvious that there are no groups without members. But what's less obvious is that there are no members without a group. Because what would you be a member of?
So there's this very complicated moment of a group coming together, where enough individuals, for whatever reason, sort of agree that something worthwhile is happening, and the decision they make at that moment is: This is good and must be protected. And at that moment, even if it's subconscious, you start getting group effects. And the effects that we've seen come up over and over and over again in online communities.
Now, Bion decided that what he was watching with the neurotics was the group defending itself against his attempts to make the group do what they said they were supposed to do. The group was convened to get better, this group of people was in therapy to get better. But they were defeating that. And he said, there are some very specific patterns that they're entering into to defeat the ostensible purpose of the group meeting together. And he detailed three patterns.
The first is sex talk, what he called, in his mid-century prose, "A group met for pairing off." And what that means is, the group conceives of its purpose as the hosting of flirtatious or salacious talk or emotions passing between pairs of members.
You go on IRC and you scan the channel list, and you say "Oh, I know what that group is about, because I see the channel label." And you go into the group, you will also almost invariably find that it's about sex talk as well. Not necessarily overt. But that is always in scope in human conversations, according to Bion. That is one basic pattern that groups can always devolve into, away from the sophisticated purpose and towards one of these basic purposes.
The second basic pattern that Bion detailed: The identification and vilification of external enemies. This is a very common pattern. Anyone who was around the Open Source movement in the mid-Nineties could see this all the time. If you cared about Linux on the desktop, there was a big list of jobs to do. But you could always instead get a conversation going about Microsoft and Bill Gates. And people would start bleeding from their ears, they would get so mad.
If you want to make it better, there's a list of things to do. It's Open Source, right? Just fix it. "No, no, Microsoft and Bill Gates grrrrr ...", the froth would start coming out. The external enemy -- nothing causes a group to galvanize like an external enemy.
So even if someone isn't really your enemy, identifying them as an enemy can cause a pleasant sense of group cohesion. And groups often gravitate towards members who are the most paranoid and make them leaders, because those are the people who are best at identifying external enemies.
The third pattern Bion identified: Religious veneration. The nomination and worship of a religious icon or a set of religious tenets. The religious pattern is, essentially, we have nominated something that's beyond critique. You can see this pattern on the Internet any day you like. Go onto a Tolkein newsgroup or discussion forum, and try saying "You know, The Two Towers is a little dull. I mean loooong. We didn't need that much description about the forest, because it's pretty much the same forest all the way."
Try having that discussion. On the door of the group it will say: "This is for discussing the works of Tolkein." Go in and try and have that discussion.
Now, in some places people say "Yes, but it needed to, because it had to convey the sense of lassitude," or whatever. But in most places you'll simply be flamed to high heaven, because you're interfering with the religious text.
So these are human patterns that have shown up on the Internet, not because of the software, but because it's being used by humans. Bion has identified this possibility of groups sandbagging their sophisticated goals with these basic urges. And what he finally came to, in analyzing this tension, is that group structure is necessary. Robert's Rules of Order are necessary. Constitutions are necessary. Norms, rituals, laws, the whole list of ways that we say, out of the universe of possible behaviors, we're going to draw a relatively small circle around the acceptable ones.
He said the group structure is necessary to defend the group from itself. Group structure exists to keep a group on target, on track, on message, on charter, whatever. To keep a group focused on its own sophisticated goals and to keep a group from sliding into these basic patterns. Group structure defends the group from the action of its own members.
In the Seventies -- this is a pattern that's shown up on the network over and over again -- in the Seventies, a BBS called Communitree launched, one of the very early dial-up BBSes. This was launched when people didn't own computers, institutions owned computers.
Communitree was founded on the principles of open access and free dialogue. "Communitree" -- the name just says "California in the Seventies." And the notion was, effectively, throw off structure and new and beautiful patterns will arise.
And, indeed, as anyone who has put discussion software into groups that were previously disconnected has seen, that does happen. Incredible things happen. The early days of Echo, the early days of usenet, the early days of Lucasfilms Habitat, over and over again, you see all this incredible upwelling of people who suddenly are connected in ways they weren't before.
And then, as time sets in, difficulties emerge. In this case, one of the difficulties was occasioned by the fact that one of the institutions that got hold of some modems was a high school. And who, in 1978, was hanging out in the room with the computer and the modems in it, but the boys of that high school. And the boys weren't terribly interested in sophisticated adult conversation. They were interested in fart jokes. They were interested in salacious talk. They were interested in running amok and posting four-letter words and nyah-nyah-nyah, all over the bulletin board.
And the adults who had set up Communitree were horrified, and overrun by these students. The place that was founded on open access had too much open access, too much openness. They couldn't defend themselves against their own users. The place that was founded on free speech had too much freedom. They had no way of saying "No, that's not the kind of free speech we meant."
But that was a requirement. In order to defend themselves against being overrun, that was something that they needed to have that they didn't have, and as a result, they simply shut the site down.
Now you could ask whether or not the founders' inability to defend themselves from this onslaught, from being overrun, was a technical or a social problem. Did the software not allow the problem to be solved? Or was it the social configuration of the group that founded it, where they simply couldn't stomach the idea of adding censorship to protect their system. But in a way, it doesn't matter, because technical and social issues are deeply intertwined. There's no way to completely separate them.
What matters is, a group designed this and then was unable, in the context they'd set up, partly a technical and partly a social context, to save it from this attack from within. And attack from within is what matters. Communitree wasn't shut down by people trying to crash or syn-flood the server. It was shut down by people logging in and posting, which is what the system was designed to allow. The technological pattern of normal use and attack were identical at the machine level, so there was no way to specify technologically what should and shouldn't happen. Some of the users wanted the system to continue to exist and to provide a forum for discussion. And other of the users, the high school boys, either didn't care or were actively inimical. And the system provided no way for the former group to defend itself from the latter.
Now, this story has been written many times. It's actually frustrating to see how many times it's been written. You'd hope that at some point that someone would write it down, and they often do, but what then doesn't happen is other people don't read it.
The most charitable description of this repeated pattern is "learning from experience." But learning from experience is the worst possible way to learn something. Learning from experience is one up from remembering. That's not great. The best way to learn something is when someone else figures it out and tells you: "Don't go in that swamp. There are alligators in there."
Learning from experience about the alligators is lousy, compared to learning from reading, say. There hasn't been, unfortunately, in this arena, a lot of learning from reading. And so, lessons from Lucasfilms' Habitat, written in 1990, reads a lot like Rose Stone's description of Communitree from 1978.
This pattern has happened over and over and over again. Someone built the system, they assumed certain user behaviors. The users came on and exhibited different behaviors. And the people running the system discovered to their horror that the technological and social issues could not in fact be decoupled.
There's a great document called "LambdaMOO Takes a New Direction," which is about the wizards of LambdaMOO, Pavel Curtis's Xerox PARC experiment in building a MUD world. And one day the wizards of LambdaMOO announced "We've gotten this system up and running, and all these interesting social effects are happening. Henceforth we wizards will only be involved in technological issues. We're not going to get involved in any of that social stuff."
And then, I think about 18 months later -- I don't remember the exact gap of time -- they come back. The wizards come back, extremely cranky. And they say: "What we have learned from you whining users is that we can't do what we said we would do. We cannot separate the technological aspects from the social aspects of running a virtual world.
"So we're back, and we're taking wizardly fiat back, and we're going to do things to run the system. We are effectively setting ourselves up as a government, because this place needs a government, because without us, the place was falling apart."
People who work on social software are closer in spirit to economists and political scientists than they are to people making compilers. They both look like programming, but when you're dealing with groups of people as one of your run-time phenomena, that is an incredibly different practice. In the political realm, we would call these kinds of crises a constitutional crisis. It's what happens when the tension between the individual and the group, and the rights and responsibilities of individuals and groups, gets so serious that something has to be done.
And the worst crisis is the first crisis, because it's not just "We need to have some rules." It's also "We need to have some rules for making some rules." And this is what we see over and over again in large and long-lived social software systems. Constitutions are a necessary component of large, long-lived, heterogenous groups.
Geoff Cohen has a great observation about this. He said "The likelihood that any unmoderated group will eventually get into a flame-war about whether or not to have a moderator approaches one as time increases." As a group commits to its existence as a group, and begins to think that the group is good or important, the chance that they will begin to call for additional structure, in order to defend themselves from themselves, gets very, very high.
|Department of Veterans Affairs|