Unconferences: Flexible format for creative exchange - an interview

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What is behind the term "unconference"? What rules do such events follow and what are the advantages and disadvantages of this concept? iX asked Gerd Aschemann, who has been familiar with the format for a good ten years and has already taken part in or supported the organization of many unconferences. Since last year, he and a team of five have been organizing two unconferences in the German-speaking Java community, one of which is part of the JavaLand conference. The flagship of the organizers is the JSail, where technical discussions (not only from the Java universe) are combined with sailing.

Unconference: definition and rules

iX: What is an unconference and what are the rules?

Gerd Aschemann: Unconferences go back to the observation that the best conversations at a conference take place during the breaks, in the so-called hallway track. An urban legend claims that Tim O'Reilly from the publishing house of the same name first picked up on this and turned it into an event in its own right.

Unconferences come in various forms and names, such as barcamp or open space. What they all have in common is that the events have few or no specifications for content and form, and at most set a focus. One of the most important rules is therefore: everything that could happen is exactly what had to happen. Another is that the people who are there are exactly the right people.

Nevertheless, they are not completely unstructured, but try to encourage the creative exchange of the participants with an appropriate framework. As a rule, a marketplace of ideas takes place at the beginning or more often in between, where all those present can contribute their topics. These are then evaluated and prioritized if there are too many, or sometimes merged.

The topics are then allocated to time slots and available rooms and everyone who is interested in a topic goes to the corresponding session. However, there are no fixed rules here either, for example regarding the duration. At the end, you may have to free up the room for another session, the discussion can then be taken up again later over lunch or other activities, or you can open a second session later or the next day for any unanswered questions.

You don't have to stay in a discussion either. The format also thrives on people moving on to other topics according to the mobility rule when they realize that they have nothing more to take away or contribute. These participants, the bumblebees, often take suggestions or insights with them from one topic to the next, which improves the networking of topics and further exchange. Other people, the butterflies, on the other hand, ensure continuity and often also a certain calmness in the event.

Advantages and disadvantages

iX: In your opinion, what are the advantages and disadvantages of this concept?

Gerd Aschemann: In my opinion, unconferences have a number of decisive advantages: they are particularly interactive, everyone can contribute their ideas, wishes and experiences and learn from each other. Unconferences can address current issues. A normal conference requires a long lead time in which topics are collected, evaluated, selected and prepared. As a result, the content is usually several months old by the time it is presented for discussion. They also enable a variety of forms of exchange; for example, you can go through a presentation in the traditional way, but involve as many people as possible, hold a moderated or unmoderated discussion, code together, or incorporate physical activities such as sport or dance, and much more. What's more, most unconferences are organized on a voluntary basis and therefore cost very little. Many are also on weekends, so you don't necessarily have to take vacation if you want to attend independently of your employer. Some also organize childcare.

Disadvantages? I don't know of any. The only problem we as organizers occasionally hear about is the question from companies as to what exactly their employees take away from an unconference. The question is understandable, of course, but can often be answered by the motivation of the participants. Almost everyone who attends wants to make the most of their time together, contribute their own experiences and take away knowledge from others. This exchange is perceived by many as a very intense experience, also on an emotional level, and is passed on to the organizers as well as to colleagues and superiors at home.

Typically, discussions at an unconference are much closer to the reality of life and work of those present. More solutions are also developed than is possible with a general presentation at a conference. It is simply something different, and therefore perhaps also something special compared to an ordinary training course.

Unforeseen events

iX: The course of an unconference cannot be planned: how do you deal with unforeseen events as a leader?

Gerd Aschemann: Fortunately, I am not solely responsible for our JSail unconference, we are a good team, as with all unconferences that I know. The participants often feel particularly responsible for the success of the event and are actively involved in the organization beforehand or on site. Due to the limited specifications, you naturally have to be reasonably flexible and adapt spontaneously to changes in the schedule and formats. However, this applies equally to organizers and participants and has always worked.

At JSail, for example, we are heavily dependent on the weather. It's great when you can hold sessions outdoors or sail together. If that's not possible, you just change your plans and switch to other joint activities.

iX: What was your best experience at an unconference?

Gerd Aschemann: I can look back on many wonderful moments. Unconferences have allowed me to expand my personal and professional network enormously and develop some great friendships. Above all, however, there were many stimulating conversations.

At an unconference a few years ago, we had a great session on extraversion and introversion. This is of course a broad spectrum, but I was able to learn that many of those present - myself included - identify more as introverted. We then looked closely at the meaning of the word. For example, many of us had no problem getting involved in groups or giving presentations at conferences. But most of us also knew the other side of withdrawing from a group and taking time for ourselves to recharge our batteries. Unconferences usually offer space for this and the necessary respect for one another.

Just try it out!

iX: What advice would you give to people who are still unsure about taking part in an unconference?

Gerd Aschemann: I can only advise people to give it a try. There are also small events that lend themselves to this, as they only last a few hours or have a manageable number of participants – whereby a certain number of participants naturally increases the diversity and variety of topics.

Many events have a thematic focus, such as the Cooperative Modeling Camp near Vienna or the DevOps Camp in Nuremberg - one of my gateway events. There are several unconferences in the Nuremberg area, often one-day events, for example on software crafting and testing or software engineering. At such unconferences, newcomers at least have a good thematic reference that makes it easier for them to get started. If you search a little, there are attractive offers throughout the German-speaking world and beyond.

At the other end of the spectrum are larger events, such as the SoCraTes with around 200 participants over three days or unconferences at special locations such as Crete, Edinburgh or the French castles on the Loire. In the Java environment, there is a loose association of organizers, the JUnconference Alliance, with several unconferences in Europe and even worldwide events, including in Japan, South Africa and, most recently, Mexico.

The interview was conducted by Madeleine Domogalla.

Interview with Gerd Aschemann

Gerd Aschemann advises his clients as a freelance developer and software architect. It feels like DevOps was invented for him to satisfy his preference for automating just about everything. His particular focus is on development productivity engineering using AI techniques.

(mdo)