A traduire

== kid's space ==

Children are welcomed in this conference (especially in frayssinouss). There is a special place for children and a daily programme can be decided with the kids or by the kids. Children coming from the conference and living in the places welcoming it can be mixed.

rest of the conference.

Thus they sure will need you to join them as volunteer for a workshop, translation, or to introduce them an issue, a debate or a workshop of the conference, or even to facilitate their participation in meetings if they want to, wether you are parents or not

Please let us know as soon as possible how many kids are coming and how old they are. Whatever you come to the conference for, if you have any activities for children you wish to offer, please get in touch. Relationship with children and possible discrinations are also one specific issue of this conference. Please take care !

In/Visibility through mainstream medias

We haven't taken any initiatives to publicize the global conference in mainstream medias. We want to create outreach and inform about the conference and its content, but better through independant activist medias or our own communication tools.

If journalists come anyway, coordinators from the infopoint will find a way to explain them that they're not welcomed. inside the conference.

Though, depending on the local needs and more specifically in toulouse where an occupation/action takes place, local groups may decide to have a mainstream media communication, more specifically about the action.

Mainstream media communication could also be engaged in case of state repression both during centralised and decentralised gatherings.

Entering into any communication with medias, nobody should speak in the name of PGA network, but in their name or their collective.

Tips to have good meetings: facilitation, consensus


Consensus is the agreement of all involved parties. We practice direct democracy where all individuals take part in the decisions over their own life. Anyone can block a consensus, although this power has to be exercised with utmost care and responsibility. Additionally, individuals have the option to 'stand aside', which means that they don't agree but don't block either. Moreover, in many cases individuals have the option to simply dissociate themselves from the outcome of the decision and not take part in the relevant activities. Meetings are the gathering of the people interested in a certain topic where they make decisions by forging consensus. In the following paragraphs we describe the most important methods that help the process.


Each individual is responsible to ensure that everybody has equal say in the meeting and that the discussion stays relevant. However, especially when many people come together, the need arises for a person who explicitly facilitates the meeting. That is a difficult role and means considerable power. Therefore during big and complicated meetings it is good to divide the roles and powers of the facilitator between several people. For example, someone can keep a list of scheduled speakers and give the word, while another person takes care that the meeting constructively follows the agenda, and a third person ensures that the atmosphere stays under control. In order to work towards reaching a good decision or conclusion, the facilitator has to keep neutral in the discussion, has to listen to everyone's ideas, objections and arguments and summarise the discussion. On the other hand, she can take part in the discussion as any other participant, provided that she makes it clear when she expresses her personal opinions and when she acts in her 'official' capacity. She can even request that another person should take over facilitation when she becomes too involved in the discussion or simply when she gets tired.

The facilitator (also known as moderator or chairperson) has an active, guiding role. The facilitator guides the discussion while making sure that each person is allowed to say his or her piece, and that members listen to each other and take each other seriously. She gives the word and periodically updates the participants on the status of the meeting, like which agenda point is under discussion, what are the major proposals and arguments, how much time remains to reach a consensus. If she smells consensus, she summarises the current proposal and asks the participants if they accept it.

She has to make sure everybody knows the methods of the meeting before it starts, and that everybody knows what is going on during the meeting. She ensures a clear structure for agenda points in a logical order and making sure that the meeting sticks to these points. The facilitator ensures that each point is introduced properly, and that as many people as possible take active roles in the decision-maing process. She can initiate a round of speeches where everybody expresses his/her opinion on the subject.

The facilitator guides the meeting to a decision. This process starts with discussion of the agenda points, and requires intervention to stop side conversations, talking in circles, and digression. If things get rough she can initate the introduction of a 'talking stick': from that point only the person who has the talking stick can speak. This is very silly, but sometimes the people in the meeting are silly as well.

Making good decisions is a skill and everyone's constructive input is necessary. The facilitator guides the decision-making process to strong results, by formulating a clear conclusion after each agenda point has been discussed and saying when (in her opinion) consensus has been reached or is in reach. The last moment in the decision-making process is when the facilitator asks whether there is a consensus regarding the conclusion or decision. The facilitator makes sure that the minute-taker notes this correctly, so that there is no chance of confusion later on about what decision has been made, and about who is going to carry out the required tasks.


The minute-taker's role in the meeting is equally important as that of the facilitator. The minute-taker listens closely to the arguments and writes them down, as well as the decisions made. Good and complete minutes avoid misunderstanding. It's important that the reader gets a complete picture of the discussion, the arguments exchanged and the decision taken. It's important to write down who precisely is going to carry out which task(s). The participants should agree on a name-keeping policy. When a degree of secrecy is required, the minute-taker can use only nicknames, or perhaps completely omit references to individuals. She can be the person responsible for the proper distribution of the minutes after the meeting.


Depending on the makeup of the group, it can be handy to assign people small tasks that will help the meeting run more smoothly. For larger meetings, it can be useful to have a host to direct people, someone to receive the latecomers and to quickly update them on what's already taken place so as to cause as little disturbance as possible. Another role is that of the timekeeper. Often it's necessary to stick to a strict time-frame, so that at the end of the meeting you don't still have half an agenda to discuss.

In difficult and heated meetings, it can be handy for one person to take note of the atmosphere. This person's taks is to make sure that things stay relaxed, that everyone gets to speak, that nobody talks for too long, and that everyone's still awake. Normally these would be the facilitator's tasks, but if the meetings are really big, then the facilitator will be busy enough keeping the discussion on track.


A meeting has to be called on a certain topic and announced to all involved parties. There are many things which can be done before the meeting to ensure a smooth process. Consensus-building ideally starts long before the meetings, by preparing the agenda with as many participants as possible, and possibly summarising the proposals and the arguments that are likely to come up during the discussion. Before the meeting starts, it is advisable to make sure that you have all the necessary information and you know who will introduce them.

In consensus meetings, the group chooses the facilitator and minute-taker at the start of the meeting. Then, after a round of proposals, the agenda is decided upon. If an agenda point is not explained well or is unclear, then reaching a good conclusion and decision is already impossible before discussion has even started.

Step 1: when an agenda point doesn't cause much discussion, then consensus can sometimes already be achieved after the first discussion.

Step 2: when there are objections, probably more discussion and/or clarification is necessary. In order to avoid discussing all objections at the same time, a list can be made of the objections. These can then be grouped according to the type of objection.

Step 3: each group of objections is considered one by one. For each objection you try to reach a satifying solution which shows considerations for the objection. Then you try again to see if there's consensus.

Step 4: if that's not the case, then the point is obviously so sensitive that more discussion is necessary. You then note the remaining objections and ask the objections for more clarification. Then you ask what would remove the objection. You do this for each individual objection.

There are now five possibilities: - There is consensus: the proposal is accepted. - There is consensus: the proposal is rejected. - There is no complete consensus, but there is unamity because the remaining objector 'stands aside' so as no to block the proposal - People who definitely do not want the proposal to go through block the consensus - A working group is set up which tries to find a solution

General tips for Organising Meetings and Facilitation

- Make sure everyone knows the time and place - Have a collectively developed agenda - Try to start on time - Make sure someone is taking notes - Facilitators should do their best to get all points of view


In meetings, it can be helpful to use hand gestures to communicate. By using hand signals, people can participate without having to interrupt the conversation, which usually makes the decision-making process easier. Below you can find some of the most important hand signals.

Pointed index finger

This means that you have a question or remark and that you would like to let the facilitator know that you want to speak. If a lot of people stick their index fingers at once, then the facilitator (or somebody who assist her) can make a speakers' list.

Two hands held in the air

You want to directly react to something the last speaker said. This gives you priority over the people who raise thair hands and who might possibly change the subject with their remarks.

Waving both hands ('twinkling')

This is how you say 'I agreee' or 'I think that's a good idea'. This is a quiet, easy way of letting everyone know, especially the facilitator, what you think.

Moving you hands up or down. This is how you ask someone to speak louder or softer.

The L-sign

Making this sign shows that there are language or translation problems. Sometimes this means that you are asking someone to talk slower, and sometimes you are asking for translation.

The time-out sign

With this gesture you ask for the opportunity to make a technical remark (such as to suggest the meeting takes a break, or to make important announcement or suggestion). Obviously, nobody should misuse the time-sign to gain priority over other speakers or to change the subject.

Fist in the air

By doing this you are saying 'This is unacceptable'.

Circling your hands

When people talk too long, you can circle with your hands in the air to ask them to finish off what they are saying.

Wigglign your fingerts in front of your face.

With the gesture you are showing that you don't follow the discussion anymore, and that another explanation is necessary. It can also mean that you are dizzy from too many details.


Be honest: How often have you sat in the pub and taken the piss out of the political meeting you have just escaped from? Most of us have experienced tedious, frustrating and unproductive meetings. And most of us would never like to experience that again. Here are some of the reasons why meetings stop working:

People are not straight. Say what you are really thinking during a meeting. If for example you believe that what someone said is irrelevant, wrong or just stupid, say so. Then you can discuss about it, and improve the decision. Do not sit silently at the back of the room and complain about it later.

Communication breaks down. The aim of a meeting is communication. Every person present must understand what is being said. Talk slowly, talk plainly - because not everybody is a native English speaker. Make sure there are translations. Make sure that people talk loud enough. Stop and have a break if some people are finding it hard to concentrate. Not everyone is a masochist...

Too much padding. Meeting should be as short as possible. Respect the goals of the meeting by making succint comments that are relevant to the objectives addressed in the agenda. Evaluate your comments as to whether they assist or divert the direction of the meeting.

Tone and Body Language. Be aware of how your attitude influences others as well as the effectiveness of the meeting. Make thoughtful comments that maintain a positive and constructive vibe.


Communication between people is important. With poor communication, group cooperation can easily and unnecessarily go wrong. Most communication that is important to the organisation takes place during meetings. What follows here is a list of the most common and easy-to-prevent problems. Facilitators should be increasingly aware of these problems because they have more tools to prevent them.

Talking for the sake of it: talking too long, too often and too loud, often without anything important to say, just for the sake of being heard.

Defensive behaviour: constantly reacting to points that contadict your opinion. This often goes hand in hand with taking criticism personally.

Splitting hairs: highlighting the weak points of someone else's argument and presenting this as an important point, in order to draw attention from that person's main argument.

Human shield: when someone reveices criticism, somebody else verbally jumps in to play a human shield. The result of this is often that the person at whom the criticism is directed doesn't have a chance or the responsibility to explain him or herself.

Nuisance behaviour: interrupting a discussion without a cause and starting a discussion on a new topic.

Negativity: seeing the negative side of everything being addressed.

Tooting your own horn: using your contribution to redirect the discussion so that your pet subject is always discussed.

Paternalism and discrimination: not taking people seriously because they are young, for example, or inexperienced. Paternalism and discrimination can also mean discounting others' opinions on the basis of class, physical ability, race, ethinicity, or other social categories.

Taking over: monopolising initiatives without giving others the chance to take on responsibility.

Selective deafness: only hearing the arguments that are up your alley.

Talking on behalf of others: hiding behind other people by saying, for example, 'I heard that...' or 'a lot of people think that...'


If there are language problems within the participants it is essential to ensure by means of translation that all individuals can equally take part in the discussion. The arrangement should be made right at the beginning of the meeting, and the facilitator should check periodically if the translation is working properly. Kick bad translators and change the translation method if necessary. There are many variations of doing translation and the proper method should be chosen according to the given situation like the number of participants/languages/translators/translatees and the tools available. The general language of the meeting (if there is any) should be chosen to suit the most people to minimalise the complexity of the translation effort. On the other hand, if there are ample resources practical solidarity can be expressed by using the language which is less common. That option gives the opportunity for people with language difficulties to express themselves more easily and therefore participate more, and also puts the people who usually speak on their native tongue in a position where they can experience the difficulties of communication through translation. Some ideas about the organisation of translation:

- Seating: most often the organisation of the translation involves the reconfiguration of the seating, because translators should sit as close as possible to translatees.

- Simultaneous translation: if the translators are very good than they can listen and translate roughly at the same time, summarising contributions for the people with language difficulties.

- Non-simultaneous translation: if the translators are not that good they will need time after each one or two minute. The facilitator and the participants should take special care to stop regularly, because it is easy to forget this.

- Self translation: if there are people who are not translating but who are confortable in expressing themselves in both languages it is the best if they simply translate themselves after they finished their speeches. This gives them an opportunity not to rely on the interpretation of the translator when delivering their speeches and gives a brake for the translator which can be very important in long meetings.

- Screen translation: the translation can be typed into a computer and read from the screen. This way you have the minutes after the meeting and vocal translation does not interfere with the discussion. You can use a projector to make the translation available for everybody.

- IRC translation: if you happen to have many computers at the meeting you can use an IRC (Internet Relay Chat) channel on which translators can produce the translations and everybody who have difficulties following the discussion can ask questions.

A meeting with translation can be a hussle, but if done properly it can have beneficial effects on the dynamics of the discussion as well. On one hand, in most cases participants have more time to follow what is going on. On the other hand, when they speak they should learn to summarise their contributions and not to make long rambling speeches. Some of the paricipants who understand both languages will hear everything twice, and the duplication of information can make them follow the meeting more easily. In general, the complexity of the translation process requires that people listen to each other and care about each other more, which can be a good achievement. Recordings or transcipts of translation can be used later for compiling the minutes.


The PGA Hallmarks state that we reject all forms and systems of domination and discrimination including, but not limited to, patriarchy, racism and religious fundamentalism of all creeds. We embrace the full dignity of all human beings." Keep that in mind when facilitating meetings at the PGA and make sure that all individuals are treated as equals and prevent sexist and ageist behaviour.


Women and men have mostly been conditioned to communicate in different ways and these differing ways of expressing themselves can create inequalitites in horizontal democracy (as in all of life), leading to women having less say in the process than men. Although these mechanisms are in work in the general dynamics of a meeting if they are not challenged consciously, it is not uncommon that individual persons do not fit that pattern: therefore, the following guidelines should be read as describing good or bad practices in the discussion rather than statements on the nature of women and men.

There are various ways in which men tend to dominate conversations:

- By using agressive communication to seize control of the conversation like talking especially loud, quickly and emotionally, or standing up.

- By expressing their opinion about every single thing even if they have nothing substantial to say, or talking too long.

- By simply interrupting women which is a sign that they don't take them seriously.

- By rephrasing the concerns voiced by women as their own proposals.

A good example of male domination is the two thirds bias: in mixed speaking situations men will tend to speak for two thirds of the time, often making longer contributions and women for only one third. However when questionsed participants retain the perception that contributions from men and women have been equal.


Children may be excluded from understanding and participating in the horizontal process by being treated differently by the facilitator than adults. For example if a child attempts to speak on a subject which is not currently discussed it is appropriate to stop them, explain why and offer that they introduce the topic later in the meetings as one would an adult. This should be applied to all horizontal democracy guidelines.

It is also appropriate to point out to the group if it occurs that condescending behaviour towards an individual is not acceptable in meetings. For example when a child speaks it is inappropriate to laugh and clap at their contribution as if they were a performing animal.


Large actions, meetings, conferences and alike, need a forum to discuss actions, enable co-operation and share information between lots of different groups. This process is facilitated by a spokescouncil.

At a spokescouncil, each affinity group delegates a 'spoke' to act as a spokesperson to the meeting. The 'spokes' can be rotated or for the duration. Often, the spokes will form a circle with the rest of the affinity group sitting behind them to simultaneously feed back info from the affinity group to the larger meeting. The responsibilities of affinity groups are to delegate a 'spoke', and through this person to articulate clear proposals to the meeting at large. The meeting could additionally be broken up into smaller groups for the more important or specific decisions to be reached inside of the different affinity groups. Sometimes, a quick spokescouncil can be called consisting of the spokes, if it takes place while lots of other things are happening. The spokescouncil method can provide an example of a flexible and inclusive decision-making structure that can function on a lerger scale than the simple meeting.

Spokescouncil cannot impose codes of behaviour on the autonomous affinity groups or make decisions on behalf of those who are not present, and groups cannot try and stack out the meetings or impose their positions on those who have different ideas about tactics or aims.

This enhances co-operation between a multitude of groups - otherwise, meetings can degenerate into groups trying to make their positions prevail.

PS: a consensus meeting is not necessarily about decision making. General discussions can be carried out without less restrictions. Always be clear about what kind of conversation you want.


The skeleton structure of a consensus meeting:

0. Announce meeting and prepare the necessary information

1. Choose facilitator and other 'officials', organise translation

2. Decide the agenda

3. Introduction of agenda point

4. Proposals

5. Concerns and objections

6. Alternative proposals; if necessary go back to 5.

7. Summary of arguments and decisions (minutes!)

8. Continue from 3. with the next agenda point until your agenda or time-frame is finished

9. At the end of the meeting, make sure to compile and distribute the minutes and that everybody knows what they have to do. You can also decide on the next meeting.

Notice Boards

Just beside the infopoint are a lot of noticeboards. They include: -the program for each day, -the task boards and sign-up sheets for the various logistics groups -notice boards for each logistics group -information from the other decentralised spaces -transport boards, message boards and much more...

There are also press tables where you can leave copies of any texts, leaflets, zines, cd's or whatever you have brought with you.

If you want to put on a workshop or meeting

Go ahead � the program is yours to fill. Just a few easy steps.

1. Choose the day and time that you want to put on your meeting. Suggested times for workshops are: Decentralised gathering: 10.30 � 13h time mainly for practical workshops 15.00-18.30 mainly for the main discussions, 18.30-21.00 for all workshops, meetings, discussions 2. Choose the space you want to hold the meeting in � the various available spaces are marked on the maps. 3. Write the title of the meeting, and a short description on one of the small pieces of paper which are beside the program boards. 4. Also make a note on that piece of paper if you need someone to come to the meeting to facilitate, or to translate (include into which languages you need translation) 5. Stick the piece of paper on the program in the space and at the time you have chosen

Sleeping Arrangements


*The main accomodation is camping. The campsite for the decentralised gathering is in several grassy areas across the road from Les Tanneries. To get there, follow signs (routes aren't marked on most maps and in practical guide), please follow these routes and avoid going through the garden to get to camping areas. Also there is some camping space in the grassy corner of the wasteland. *Part of the camping area is for women-lesbian-trans only camping; no-one else should camp there and should have no reason to pass through there. *Take great care with long grass and fire (cigarettes, candles etc. - certainly there should be no open fires and it is better if you come inside Les Tanneries if you need to use camping stoves etc), There are some fire points - familiarise themselves with where they are. *Be careful about what you leave in your tent, thefts are possible. If you have valuables that you want to leave in a locked room, then people at the info point can arrange this. *Any spare tents and blankets will be placed in the free-shop, so if you need anything then you can try looking there, but these should be brought back when you are finished with them. *Please be quiet at night, to avoid disturbing the neighbours and other people sleeping. *Please try to keep the campsite clean � pick up your and other people's litter *The campsite has been squatted for this event, so it may be that police will come at some point to have a look. You don't need to talk to them, but if you see them, tell the people on the infopoint who will find someone to talk to them.

Other possibilities for sleeping

*If you haven't brought a tent then you can sleep in the far end of the dancefloor, but you should wake up before the morning meetings start! There are some matresses in the H17 you can use, and maybe some pallets to put underneath them. *Some people have offered the use of their flat for sleeping for people who, for whatever reason, cannot camp or sleep on cold hard dirty floors. If you need this then ask at the info point.

Waste Management

*Please bring all rubbish to the rubbish point just outside the main gate. *Sort it as follows: bin with green cover: glass recycling bin with yellow cover: cardboard, paper, tins and plastic bottles only (no other plastic) bin with grey cover: all other waste *Compost: There is a compost heap in the garden, and it will be collected regularly from the kitchen and brought there. If you have a spare 5 minutes, then why not pass by the kitchen and bring the compost wheelbarrow into the compost heap? camping and lodging don't walk through garden. noise valuables mess *Two people each day are needed to empty bins and check that the system at the garbage point is working well. If you feel like doing this job then sign up at the info point.

Fire Risks

Take care for fire. *There should be no open fires in the camping area. *In the camping area there are fire points with buckets of water, sand and beaters to put out small fires *In the building there are fire extinguishers at the info point, in the kitchen, in the concert room and at other locations marked on the map. *In the case of a major fire, the assembly point is outside the main gate.

Where can I Find?

The nearest bus-stop: Turn left when you go out the gate after Les Tanneries. Then turn left onto Rue Ernest Champeaux and then there are two bus stops, either on the first street on the right or the first street on the left. Phonebox: Turn left when you go out the gate after Les Tanneries. Then turn left onto Rue Ernest Champeaux and then take the first street on the left. A supermarket: Turn left onto Rue Ernest Champeaux, then take the second left (Rue d'Auxonne). Walk 5 minutes until Super U on your right. A post office: First street on the right after the supermarket (Boulevard Mansard) A tobacconist: Turn right along Boulevard de Chicago A Laundrette: Rue d'Auxonne, near Casino A cashpoint: Near supermarket A pharmacy: Near supermarket A photocopier: There is none here. Ask Toma, who will be at the Zanzara Athee table in the infokiosk, and will be going regularly to the copy shop. Or go yourself: Imprime Service, 90 Rue de La Mirande Bus timetables: www.divia.fr Train timetables: www.sncf.com

Finding your way around Les Tanneries

There are maps and signs around the area, and in this guide which show meeting spaces, toilets, camping and so on. Big plenary meetings will be on the dancefloor.

The parts of the building which are the living space of the people who live here will normally be locked during the gathering, and if for any reason they are not, then don't enter here, or any other space which is obviously not part of the gathering.

The door between the wasteground and the H17 will be locked at night for security reasons. if you need to get to the wasteground or vehicle parking area, then

If you can't find something, ask at the info point.


We have tried to make the gathering as accessible as possible, based on the needs people told us about when registering in advance. *All spaces are wheelchair accessible, except for the dancefloor. No wheelchair users have informed us that they are coming, but if the need arises then a ramp can be built here too. *We will try to amplify big meetings through loudspeakers to make them easier to hear. If you are having problems understanding in any meeting then make a hand signal: move both hands upwards, palms facing up, if you want people to speak louder, for people to slow down, make downward motions with your hands, palms facing down If you need translation, make an L shape with your thumb and forefinger. *Hearing speakers of the various sign languages should make themselves known to the facilitation and translation group, in case there is a need. *We want both parents and children to be able to participate fully in all aspects of the gathering. There will be a kids space at the centralised gathering *If you have food allergies, tell the people in the kitchen. *If you need a clean flat to sleep in, access to hot water for medical reasons etc. ask at the info point. *Any other access needs, talk to the info point or medics group, as appropriate. Don't hesitate to make your needs known.


*there is some vehicle parking outside the main gate. *trucks, vans, wagons, can park inside the hangar at the backof the wasteland. You need to ask the people at the info point to unlock the gate for you. *there is a bike parking area inside the H17. It is a good idea to lock your bike. *there are a few bicycles that can be borrowed. Ask at the info point. Some of them could use a little attention - so if in a spare moment you feel like tuning them up a bit then that would be great.

emergency situations

There might be improbable but somehow unpredictable cases of big emergency situations/ complicated general problems or big political decisions that could not be easily handle by existing working groups coordination team within the frame of consensus made during the preparation process.

It could concern from a state repression on the conference to big tensions arising inside, or a common conference public statement that would have to be made on whatever problematic situation, or if some important consensus made on the organization would appear practically unworkable...

It will be dealt with by first having a small plenary to give everybody common informations and then by having a spokes council type plenary meeting to deal with it and find a common agreement and a group of people that want to work on the situation.

Au Fait !

Cette rencontre va rassembler des personnes d'identités et d'origines très différentes (genre, origine géo-politique, apparence physique, âge, validité.). Ces différences même vont donner de la richesse et du piment aux moments que l'on va passer ensemble. Nous allons aussi de fait nous retrouver face a des rapports de domination et/ou d'exclusion très variés : racisme, sexisme, rapports de classe sociale, ihomophobie, lesbophobie, transphobie, agisme, validisme...

Les Hallmarks de l'amp parlent d'un rejet très clair de toutes formes et systèmes de domination et de discrimination dont (et de manière non, exhaustive) le patriarcat, le racisme et le fondamentalisme religieux. (Ca nous fait une belle jambe), pourtant se dire antisexiste ou antiraciste ne suffit évidemment pas. On ne peut penser que l'on va laisser à la porte, en arrivant ici, des formes de domination intégrées aussi fortement ancrées dans la manière dont nous relationnons quotidiennement aux autres.

Dans la société en général tout comme dans les milieux militants radicaux, les normes qui entraînent des rapports de domination restent bien souvent implicites, non débattues et d'autant plus violentes. Il est important pour s'y confronter de rendre visible et d'expliciter certains modes de comportements qui engendrent ces oppressions ainsi que de les questionner.

Alors voila deuxtrois remarques pratiques (et non pas des règles universelles de bon comportements) issues d'expériences d'autres rencontres, de nos vies et notamment de réflexions antiracistes et feministes sur le personnel et le politique.

La démarche même de produire un tel texte a été et sera sujette a débat. Pour le dire de manière un peu grossière et caricaturale : Pour certaines personnes, il était nécessaire de poser un cadre et des objectifs en terme relationnel pour se sentir dans un espace ou certaines dominations sont vues comme une préoccupation commune et partagées. Certaines personnes voudraient visibiliser des problèmes sans forcément poser de cadre pour les résoudre. Pour d'autres, le fait même de poser des attentes en terme de comportements recrée des phénomènes de normalisation et de contrôle qu'ils/elles jugent extrêmement dangereux...

On voudrait promouvoir dans ces rencontres l'expression d'opinions, de choix, de tactiques parfois radicalement différentes. Pour que cela soit possible, on souhaiterait laisser une place réelle a l'écoute, au débat, et a la contradiction et que soit prise en compte la diversité des contextes dans lesquels les personnes s'inscrivent. A des moments des gens choisissent aussi de se taire et c'est pas la peine de les emmerder.

Nos préjugés peuvent déranger, mettre mal à l'aise ou en colère. On a tout-e-s notre propre manière et envie de (re)définir ou non nos identités. Il est délicat de présumer connaître le genre, le peuple, les préférences sexuelles ou relationnelles, les origines, positions politiques ou quoi que ce soit d'autre de l'identité des autres. On a envie de briser plein de normes comportementales, sexuelles et politiques imposées et de faire émerger des "différences". Face aux contraintes sociales, des personnes et groupes se battent pour affirmer des identités subversives et singulières. Mais on est pas pour autant dans un respect droit de l'hommiste et social-démocrate des différences tant que celles-ci ne font que reproduire des structures de domination.

"On va vivre plein de trucs chouettes" ouai sûrement. On se fait pas d'illusions, on sait aussi que dans ce type de rencontres comme partout il y aussi régulierement des agressions diverses et violences sexuelles ou autres qui bousillent la vie de personnes.

Dans le cadre de relations affectives et sexuelles, il est important qu'il y ait un consentement explicite entre toutes les personnes qui veulent y prendre part. Le consentement repose sur l'explicitation de sentiments et d'envies réciproques, sur un accord sur ce que l'on va faire ensemble, les limites que chacunE veut y mettre, sur une prise en compte des rapports de domination existants entre les personnes. 'non veut toujours dire non'. Se mettre d'accord est valable pour une fois, sans présumer que parce qu'une personne a désiré une chose ou s'est comportée de telle manière, elle voudra le faire à nouveau dans le futur sans que cela soit requestionné. Les personnes placent différentes limites sur leur espace personnel et sur les contacts physiques. Nous voulons presque touTEs différentes choses, envers différentes personnes, à différents moments. Cela arrive que quelqu'un-e semble nous eviter, nous fuir à plusieurs reprises, détourner son regard, s'ennuyer, ne réponde pas à des rapprochements physiques ou à ce qu'on lui dis. En se méfiant fort des généralités et surinterprétations et sachant que c'est très variable suivant les personnes, les cultures et les circonstances, le langage corporel et les attitudes peuvent néanmoins etre le révélateur d'une situation de domination, à commencer par nous indiquer que nous sommes en train de bouffer l'espace de quelqu'un-e.

On ne devrait pas chercher à obtenir l'affection de quelqu'un en usant d'intimidation, de manipulation, de chantage affectif, d'attitudes qui font pression, de force, et plus généralement si son état physique ou mental empêche visiblement une personne de consentir. Il n'y pas de consentement si une personne est endormie ou inconsciente. On a tout interêt à se poser de sérieuses questions si une personne est epuisée ou sous l'influence forte d'alcool ou autres drogues, si il y a une forte différence de pouvoir social entre les personnes impliquées (origine, genre, âge.)...

Et puis...drink positive or don't !!!

== Contenu =


En vue du moment centralisé, débats stratégiques, décisions sur les structures du réseau et autres

Toward the centralised gathering, strategical debates, pga process and others

La conférence de l'AMPe sera cette année encore, non seulement l'occasion de croiser et de renforcer informations, pratiques et projets de lutte entre de nombreux groupes, mais aussi de donner corps au réseau qui facilite ces rencontres. Nous proposons que des discussions amorcées dans les moments décentralisées se déroulent, autour des STRATÉGIES DE LUTTE et de la MAINTENANCE DU RÉSEAU AMP.

structure générale du moment centralisé

General frame of the centralised gathering

9h :

* reveil collectif / wake-up call

9h-10h :

* petit dej' / breakfast

10h-10h30 : "burn the dance floor 5 minutes" + annoucements

10h30-13h :

* Plenery meetings / 2 days on feedbacks and projects and 2 days on pga structures.

13h-15h : lunch time

15h00-18h00 :

* débats stratégiques / strategical debates

18h30-20h :

* ateliers sur des projets - présentations et discussions en petits groupes / workshops - presentation - discussions

20h-21h : dinner time

22h :

* films, récits, jeux, contes nocturnes et aventures romantiques / Movies, events, games, night story telling and romantic adventures

21h - 22h :

* réunions des groupes logistiques / logistic groups meetings

22h - 23h :

* réu de coordination / coordination meeting

Un programme propositionnel détaillé apparaîtra dans le journal réalisé avant la caravane de convergence sur Dijon à partir des propositions des divers lieux décentralisés.

STAMP: ConferencePracticalGuidetranslationinenglish (dernière édition le 2008-12-19 19:00:04 par anonyme)