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robertogreco : self-organization   20

Parallel School
"Parallel School offers an open environment for self-education in the broader context of art and design. We want to bring people from different places and backgrounds together to share knowledge, connect and initiate projects, publications, meetings and workshops.

Parallel School belongs to no one.
Parallel School has no location.
Parallel School is not teaching.
Parallel School is learning."

"Parallel School encapsulates the idea of non-institutional, self-organized education in the broader context of Art and Design. The idea is that anyone around the world, whether currently a student or not, can create a new type of school, parallel to existing ones. It serves as a structure to share knowledge, connect with other individuals and initiate projects and workshops. But it can be anything. Self-education and sharing knowledge are possibilities through which we can engage emphatically with one another.

Parallel School originally started as a way for sharing and exchanging ideas and topics (self-education) and organizing workshops across borders, for example in Paris, Berlin and Moscow and was continued in Glasgow, Brno, Leipzig and Lausanne.

The goal is to bring people from different places and different backgrounds, not only from the world of (graphic) design, and work in an autonomous, self-set open structure. The focus will be on topics participants propose themselves around the subject of education. We will invite guests and lecturers from different disciplines to complement the workshop series. In the spirit of self-education every participant holds a short workshop, conducts a discussion or does whatever suits best to share her/his interests or specialties. We believe that inspiring and productive situations can be created without hierarchy.

Spread the word, contribute and be part of Parallel School!"

[via: ]

[previously: ]
alternative  design  education  schools  artschools  altgdp  openstudioproject  lcproject  deschooling  unschooling  self-education  self-directed  self-directedlearning  glasgowbrno  leipzig  lausanne  paris  berlin  moscow  self-organization  art  learning  events  publications  hierarchy  horizontality  workshops  unconferences 
january 2018 by robertogreco
9 tools to navigate an 'uncertain future,' from new book, Whiplash - TechRepublic
[See also:

"Joi Ito’s 9 Principles of the Media Lab"

"Joi Ito Co-Author of Whiplash: How To Survive Our Faster Future" ]

""Humans are perpetually failing to grasp the significance of their own creations," write Joi Ito and Jeff Howe in Whiplash: How to Survive Our Faster Future. In the new title, released today, Ito, director of the MIT Media Lab, and Howe, a journalism professor at Northeastern University and Wired contributor, make the case that technology moves faster than our ability to understand it.

As technology quickly advances, it's important to separate inventions from use: Thomas Edison invented the phonograph, but it was Eldridge Reeves Johnson who brought it into homes and laid the groundwork for the modern recording industry. In the same way, we often don't know how modern technology—from the iPhone to the Oculus Rift—will truly be used after it is created. "What technology actually does, the real impact it will have on society, is often that which we least expect," write the authors.

Drawing from a series of case studies and research, the authors offer nine guidelines for living in our new, fast-paced world. The principles, writes Joi Ito, are often displayed on a screen at the MIT Media Lab's main meeting room.

1. Emergence over authority
According to the authors, the Internet is transforming our "basic attitude toward information," moving away from the opinions of the few and instead giving voice to the many. Emergence, they argue, is a principle that captures the power of a collective intelligence. Another piece here, the authors say, is reflected in the availability of free online education, with platforms such as edX, and communities like hackerspace that pave the way for skill-building and innovation.

2. Pull over push
Safecast, an open environmental data platform which emerged from Kickstarter funding, a strong network of donors, and citizen scientists, was an important public project that helped residents of Fukushima learn how radiation was spreading. The collaborative effort here, known as a "pull strategy," the authors argue, shows a new way of compiling resources for real-time events. "'Pull' draws resources from participants' networks as they need them, rather than stockpiling materials and information," write the authors. In terms of management, it can be a way to reduce spending and increase flexibility, they write. For the entrepreneur, it is "the difference between success and failure. As with emergence over authority, pull strategies exploit the reduced cost of innovation that new methods of communication, prototyping, fundraising and learning have made available."

3. Compasses over maps
This principle has "the greatest potential for misunderstanding," the authors write. But here's the idea: "A map implies detailed knowledge of the terrain, and the existence of an optimum route; the compass is a far more flexible tool and requires the user to employ creativity and autonomy in discovering his or her own path." This approach, the authors say, can offer a mental framework that allows for new discoveries. It's a bit like the "accidental invention" method Pagan Kennedy noticed when researching for her New York Times magazine column, "Who Made This?"

4. Risk over safety
As traditional means of manufacturing and communicating have slowed due to tech like 3D printing and the internet, "enabling more people to take risks on creating new products and businesses, the center of innovation shifts to the edges," write the authors. They spent time trying to find the reasons for the success of the Chinese city Shenzhen, one of the world's major manufacturing hubs for electronics. Its power, they found, lies in its "ecosystem," the authors write, which includes "experimentation, and a willingness to fail and start again from scratch."

5. Disobedience over compliance
Disobedience is, in part, woven into the DNA of the MIT Media Lab. Great inventions, the authors write, don't often happen when people are following the rules. Instead of thinking about breaking laws, the authors challenge us to think about "whether we should question them." Last July, to put this principle to the test, the MIT Media Lab hosted a conference called "Forbidden Research," which explored everything from robot sex to genetically modified organisms. It was a chance to move past the "acceptable" parameters of academic dialogue and bring rigorous dialogue to issues that will surely have an impact on humanity.

6. Practice over theory
"In a faster future, in which change has become a new constant, there is often a higher cost to waiting and planning than there is to doing and improvising," write the authors. We live in a world in which failure is an important, and sometimes essential, part of growth—but that can only happen when we get out there and start putting our ideas into action. The approach, the authors write, can apply to anything from software to manufacturing to synthetic biology.

7. Diversity over ability
Research shows that diverse groups, working together, are more successful than homogenous ones. And diversity has become a central piece in the philosophy of many schools, workplaces, and other institutions. "In an era in which your challenges are likely to feature maximum's simply good management, which marks a striking departure from an age when diversity was presumed to come at the expense of ability," write the authors.

8. Resilience over strength
Large companies, the authors write, have, in the past, "hardened themselves against failure." But this approach is misguided. "Organizations resilient enough to successfully recover from failures also benefit from an immune-system effect," they write. The mistakes actually help systems build a way to prevent future damage. "There is no Fort Knox in a digital age," the authors write. "Everything that can be hacked will, at some point, be hacked."

9. Systems over objects
How can we build accurate weather forecasts in an age of climate change? Or trustworthy financial predictions amid political changes? These types of issues illustrate why it may be worth "reconstructing the sciences entirely," according to neuroscientist Ed Boyden, quoted in the book, who proposes we move from "interdisciplinary" to "omnidisciplinary" in solving complex problems. Boyden went on to win the Breakthrough Prize, awarded by Mark Zuckerberg and other tech giants, for his novel development of optogenetics, in which neurons can be controlled by shining a light."
joiito  future  emergence  authority  safecast  systems  systemsthinking  small  agility  agile  donellameadows  jayforrester  influence  risk  safety  disobedience  compliance  autonomy  reslilience  decentralization  openstudioproject  lcproject  sfsh  self-organization  practice  theory  arabspring  ruleoflaw  jeffhowe  networks  mitmedialab  collectivism  collectiveintelligence  compasses  institutions  invention  innovation  failure  scale  diversity  ability  heterogeneity  homogeneity  management  interdisciplinary  transdisciplinary  omnidisciplinary  complexity  internet  web  attention  edboyden  climatechange  medialab 
july 2017 by robertogreco
Continuous learning : it’s a mindset not a technology or product | Learning in the Modern Workplace
"In this fast-moving world, we constantly need to learn new stuff. In the workplace, this is particularly important, as I showed in an earlier blog post, where Jacob Morgan talks of the future employee moving from “knowledge worker” (knowing stuff) to “learning worker” (learning new stuff).

So how can organisations support continuous learning at work?

1. It doesn’t mean creating more training or e-learning and force-feeding it to people. It means encouraging and supporting individuals to continuously learn for themselves.

2. It doesn’t mean trying to manage everyone’s learning for them – and trying to track it all in a LMS, It means everyone taking responsibility for their own learning, and managers measuring success in terms of job and team performance.

Of course, many individuals are already doing this – as a natural part of who they are – and that is what is giving them a personal competitive edge at work (as well as in life). They are always aware of what they learning, they seek out new opportunities to do so, and they share their thoughts (often in their blogs).

Although many organizations are implementing social technologies to support sharing at work, it takes more than technology to underpin continuous learning

Continuous learning is a mindset not a product or technology.

It means ..

• working with managers to help them build a learning mindset in their teams, and to provide the time and space to do so – and to measure success by changes in job and team performance.

• working with individuals to encourage and support independent (self-organised, self-managed) learning, e.g. showing them how

-- to extract the “learning” from their daily work

-- to discover the wide range of learning opportunities on offer – not just internally but also on the Web through professional networking, “learning the new”– through both people and content, formal and informal; and

-- to share the good stuff with their colleagues

• working with teams to support valued (rather than indiscriminate) sharing of learning and experiences

Whereas there is still a need for a L&D department to provide training (and manage that it has been done), continuous learning is not the sole responsibility of the L&D department – everyone has a part to play."
learning  lms  janehart  2015  via:willrichardson  self-organization  technology  mindset  management  leadership  administration 
june 2015 by robertogreco
Wordly Treasures – The New Inquiry
"The colonized owe nothing, not even words, to their colonizers."

"These languages are not the world’s, these treasures are “theirs,” not “ours.” Languages belong to their speakers, as do the intellectual traditions and cultural complexes they encode and preserve. Support, or even enthusiastic commitment to language preservation, if predicated solely on values of humanism and universality, replicates the colonizing, imperial moves that continue to push these communities to marginalization, subalterity, and death. Australians, Hawaiians, and the Welsh do not owe their cultures and languages to anyone but themselves, and the rights of a culture are not contingent on certain of their artifacts’ circulation in depoliticized market of ideas or some similar multiculturalist fantasy. The turn toward native language reclamation and revitalization in Wales, Hawai’i, or Austrailia does not hinge on the pleasures of the Anglophone imagination, but represent the application, in that rarefied space of organic virtuality where humans’ signifying behavior occurs, of a complex of strategies devised by indigenous communities for effective decolonization and national liberation.

Besides their exonyms—names applied by neighbors and colonizers—many indigenous languages have an internal name, which speakers use to refer to their tongue in private. Often, this name translates to simply “true speech,” or “human speech.” Even in regions rich in linguistic diversity, even when they themselves are fluent polyglots, people will continue to say, each in their own language, “We, it is we who are special,” if only to hear themselves say it.

Upholding indigenous communities’ rights to linguistic self-determination necessarily entails upholding the right to self-determination in all aspects of social, political and economic life, however much their exercise might disturb, baffle, or otherwise ignore Western sensibilities. The colonized owe nothing, not even words, to their colonizers. In a humorous, telling moment near the film’s conclusion, Bob Holman asks Lolena Nicholas, one of the first teachers in the first punana leo, Hawaiian language immersion schools founded in the 1980s, if she thinks about the possibility of Hawaiian dying out. “There is a chance it might be,” he insists. Nicholas replies curtly, “‘A‘ole paha,” “maybe not.” Holman takes it in stride, and Nicholas’s interpreter makes a joke, at which Nicholas, in a casual act of ethnographic refusal, does not smile."
language  languages  2015  franciscosalaspérez  colonization  decolonization  ownership  liberation  davidgrubin  bobholman  resilience  self-organization  linguistics  languagematters  endangeredlanguagealliance  film  kdavidharrison  danielkaufman  rossperlin  capitalism  colonialism  preservation  refusal  ethnographicrefusal 
february 2015 by robertogreco
Margaret J. Wheatley: The Irresistible Future of Organizing
"Why do so many people in organizations feel discouraged and fearful about the future? Why does despair only increase as the fads fly by, shorter in duration, more costly in each attempt to improve? Why have the best efforts to create significant and enduring organizational change resulted in so many failures? We, and our organizations, exist in a world of constant evolutionary activity. Why is change so unnatural in human organizations?

The accumulating failures at organizational change can be traced to a fundamental but mistaken assumption that organizations are machines. Organizations-as-machines is a 17th century notion, from a time when philosophers began to describe the universe as a great clock. Our modern belief in prediction and control originated in these clockwork images. Cause and effect were simple relationships.   Everything could be known.  Organizations and people could be engineered into efficient solutions. Three hundred years later, we still search for "tools and techniques" and "change levers"; we attempt to "drive" change through our organizations; we want to "build" solutions and "reengineer" for peak efficiencies.

But why would we want an organization to behave like a machine? Machines have no intelligence; they follow the instructions given to them. They only work in the specific conditions predicted by their engineers. Changes in their environment wreak havoc because they have no capacity to adapt.

These days, a different ideal for organizations is surfacing. We want organizations to be adaptive, flexible, self-renewing, resilient, learning, intelligent-attributes found only in living systems. The tension of our times is that we want our organizations to behave as living systems, but we only know how to treat them as machines.

This faith in the organization's ability and intelligence will be sorely tested. When there are failures, pressures from the outside, or employee problems, it is easy to retreat to more traditional structures and solutions. As one manager describes it: "When things aren't going well, we've had to resist the temptation to fall back to the perceived safety of our old, rigid structures. But we know that the growth, the creativity, the opening up, the energy improves only if we hold ourselves at the edge of chaos."

The path of self-organization offers ample tests for leaders to discover how much they really trust their employees. Can employees make wise decisions? Can they deal with sensitive information? Can they talk to the community or government regulators? Employees earn trust, but leaders create the circumstances in which such trust can be earned.

Because dependency runs so deep in most organizations these days, employees often have to be encouraged to exercise initiative and explore new areas of competence. Not only do leaders have to let go and watch as employees figure out their own solutions, they also have to shore up their self-confidence and encourage them to do more. And leaders need to refrain from taking credit for their employees' good work-not always an easy task.

While self-organization calls us to very different ideas and forms of organizing, how else can we create the resilient, intelligent, fast, and flexible organizations that we require? How else can we succeed in organizing in the accelerating pace of our times except by realizing that organizations are living systems? This is not an easy shift, changing one's model of the way the world organizes. It is work that will occupy most of us for the rest of our careers. But the future pulls us toward these new understandings with an insistent and compelling call."

[via: ]
systems  systemsthinking  margaretwheatley  myronkellner-rogers  1996  organzations  management  humans  humanism  machines  modernism  organizing  resistance  self-organization  administration  leadership  structure  dependency  initiative  competency  rigidity  livingsystems  life  rules 
october 2013 by robertogreco
Flyways: Change Observer: Design Observer
"When the swallows twitter excitedly overhead, I envy how lightly they manage to live. I compare their tiny needs for external energy to the prodigious amounts needed to keep us humanoids fed and watered. I contrast the way the swallows throw their nests together — from found materials — with the billions of tons of resources, often gathered from faraway lands, that we pour into our own structures. And which we basically sit in, waiting to be provisioned.

For ninety nine percent of human existence we lived far more like the swifts than we do today. We had very few possessions. Materials for shelter, clothing, and tools were all at hand. Because we needed little, we wanted little. We got by without a state, a market, or advanced technology. We thrived in the absence of strategic visions, design thinking, concepts, plans, budgets, or controls. We worked, for the most part, cooperatively. We didn’t borrow from the future. We shared."
johnthackara  birds  swallows  nature  mobility  nomads  nomadism  lightness  simplicity  anarchism  self-organization  designthinking  strategicplanning  control  government  organizations  migrations  migration  cooperation  humans  slow  small 
september 2013 by robertogreco
Self-organized Trail Systems in Groups of Humans [.pdf]
"We have developed an experimental platform for studying the trail systems that spontaneously emerge when people are motivated to take advantage of the trails left by others. In this virtual environment, the participants’ task is to reachrandomly selected destinations while minimizing travel costs.The travel cost of every patch in the environment is inversely related to the number of times the patch was visited by others. The resulting trail systems are a compromise between people going to their destinations and going where many people have previously traveled. We compare the resultsfrom our group experimentsto the Active Walker model of pedestrian motion from biophysics. The Active Walker model accounted for deviations oftrailsfrom the beeline paths,the gradual merging of trails over time, and the influences of scale and configuration of destinations on trail systems, as well as correctly predicting the approximate spatial distribution of people’s steps. Two deviations of the model from empirically obtained results were corrected by (1) incorporating a distance metric sensitive to canonical horizontal and vertical axes, and (2) increasing the influence of a trail’s travel cost on an agent’s route as the agent approaches its destination."
via:matthewbattles  desirelines  2006  systems  complexity  patterns  self-organization  trails 
june 2013 by robertogreco
Spatial Agency
"…a project that presents a new way of looking at how buildings & space can be produced. Moving away from architecture's traditional focus on the look and making of buildings, Spatial Agency proposes a much more expansive field of opportunities in which architects and non-architects can operate. It suggests other ways of doing architecture.

In the spirit of Cedric Price the project started with the belief that a building is not necessarily the best solution to a spatial problem. The project attempts to uncover a second history of architecture, one that moves sharply away from the figure of the architect as individual hero, & replaces it with a much more collaborative approach in which agents act with, & on behalf of, others.

In all the examples on this website, there is a transformative intent to make the status quo better, but the means are very varied, from activism to pedagogy, publications to networking, making stuff to making policy - all done in the name of empowering others…"
centerforurbanpedagogy  mockbee  santiagocirugeda  coophimmelblau  freeuniversity  hackitectura  teamzoo  yalebuildingproject  wuzhiqiao  wholeearthcatalog  colinward  urbanfarming  supertanker  self-organization  selforganization  raumlabor  victorpapanek  eziomazini  jaimelerner  iwb  cohousing  mikedavis  doorsofperception  johnthackara  teddycruz  buckminsterfuller  centerforlanduseinterpretation  atelierbow-wow  elemental  antfarm  ruralstudio  amo  collaborativeproduction  collaboration  networking  policy  holisticapproach  systemsthinking  systemsdesign  activism  spacialagency  jeremytill  tatjanaschneider  nishantawan  matterofconcern  brunolatour  transformativeintent  openstudioproject  lcproject  empowerment  via:cityofsound  cedricprice  resource  designthinking  database  urbanism  space  uk  design  research  architecture 
august 2012 by robertogreco
All power to the free universities of the future! [The Copenhagen Free University]
"The Copenhagen Free University was an attempt to reinvigorate the emancipatory aspect of research and learning, in the midst of an ongoing economisation of all knowledge production in society. Seeing how education and research were being subsumed into an industry structured by a corporate way of thinking, we intended to bring the idea of the university back to life. By life, we mean the messy life people live within the contradictions of capitalism. We wanted to reconnect knowledge production, learning and skill sharing to the everyday within a self-organised institutional framework of a free university. Our intention was multi-layered and was of course partly utopian, but also practical and experimental. We turned our flat in Copenhagen into a university by the very simple act of declaring 'this is a university'. By this transformative speech act the domestic setting of our flat became a university. It didn't take any alterations to the architecture other than the small things needed in terms of having people in your home staying over, presenting thoughts, researching archival material, screening films, presenting documents and works of art. Our home became a public institution dedicated to the production process of communal knowledge and fluctuating desires."

"As the strategy of self-institution focused on taking power and not accepting the dualism between the mainstream and the alternative, this in itself carried some contradictions. The CFU had for us become a too fixed identifier of a certain discourse relating to emancipatory education within academia and the art scene. Thus we decided to shut down the CFU in the winter of 2007 as a way of withdrawing the CFU from the landscape. We did this with the statement 'We Have Won' and shut the door of the CFU just before the New Year. During the six years of the CFU's existence, the knowledge economy had rapidly, and aggressively, become the norm around us in Copenhagen and in northern Europe. The rise of social networking, lifestyle and intellectual property as engines of valorisation meant that the knowledge economy was expanding into the tiniest pores of our lives and social relations. The state had turned to a wholesale privatisation of former public educational institutions, converting them into mines of raw material for industry in the shape of ideas, desires and human beings. But this normalising process was somehow not powerful enough to silence all forms of critique and dissent; other measures were required."

"We call for everybody to establish their own free universities in their homes or in the workplace, in the square or in the wilderness. All power to the free universities of the future."
self-organizedlearningenvironment  self-organization  2837university  lcproject  altgdp  experimental  hierarchy  freedom  deschooling  unschooling  copenhagen  denmark  copenhagenfreeuniversity  freeschools  freeschool  activism  education 
july 2012 by robertogreco
Treehouses: Online community for internet // Speaker Deck
Notes here by litherland:

“The ephemerality of speech [sic] in these tools better affords intimacy.” Revisit. /

“That speech is temporal also means someone can be absent, which makes presence meaningful.” Makes a lot of assumptions; needs to rethink (or think harder about) what speech is. Or what he means by it. /

Concept of “intransient group memory.” /

Interesting thoughts about playgrounds. /

“Conversation is an iterated game, so your pseudo can be a strong identity even if it isn’t your *public commercial web face*.” [my emph] /

“Hosts use soft power to influence. The group still governs itself.” /

“Recording is corrosive to candid sharing, so a private internet space must be transient.” /
2012  markpaschal  dannyo'brien  via:litherland  heatherchamp  self-organization  openspace  hackerspaces  autonomy  richardbartle  johanhui  johanhuizinga  play  groupmemory  availabot  ephemerality  muds  space  place  alancooper  sovereignposture  secondlife  personalization  tomarmitage  animalcrossing  ambient  presence  minimumviabletreehouses  minecraft  gaming  games  clubhouses  socialmedia  darkmatter  privacy  sharing  conversation  groups  onlinetreehouses  treehouses  organizing  activism  community  ephemeral 
january 2012 by robertogreco
A Conversation With Anarchist David Graeber - YouTube
"Anarchists believe in direct action…Anarchism is about acting as if you are already free…Anarchism is democracy without the government…Anarchism is direct democracy…Anarchism is a commitment to the idea that it would be possible to have a society based on principles of self-organization, voluntary association, and mutual idea."
2006  davidgraeber  authority  hierarchy  academia  globalization  politics  subversion  marxism  teaching  cv  charlierose  interviews  via:chrisberthelsen  subordination  philosophy  freedom  activism  coercion  democracy  optimism  humanism  protest  voluntaryassociation  mutualaid  self-organization  deschooling  unschooling  power  worldbank  imf  process  consensus  history  war  20thcentury  policy  economics  capitalism  concensus 
december 2011 by robertogreco
PLoS ONE: Self-Organization Leads to Supraoptimal Performance in Public Transportation Systems
"The performance of public transportation systems affects a large part of the population. Current theory assumes that passengers are served optimally when vehicles arrive at stations with regular intervals. In this paper, it is shown that self-organization can improve the performance of public transportation systems beyond the theoretical optimum by responding adaptively to local conditions. This is possible because of a “slower-is-faster” effect, where passengers wait more time at stations but total travel times are reduced. The proposed self-organizing method uses “antipheromones” to regulate headways, which are inspired by the stigmergy (communication via environment) of some ant colonies."
self-organization  transportation  systems  anarchy  publictransit  performance  mobility  transmobility  urbanism  buses  trains  anarchism 
july 2011 by robertogreco
Leigh Blackall: Our epistemology, and entrepreneurial learning
"The sway that the subject of technology has over discussions about education and learning, is giving me increasing cause for concern. Absent from the explanations of new understandings of knowledge and learning, and their arguments for change, is some balance to the largely utopian ideals. The sub headings in the 'entrepreneurial learning' article for example, read like evangelical slogans, without a single word for caution or circumspect (that I could see by scanning). What would one include to strike a balance? Most obvious would be Postman, in particular his warnings in Technonopoly, but their could and should be many others. Surely we agree that technology gives potential to all traits of humanity, not just the bits we'd like to pick out."
leighblackall  comments  technology  howardrheingold  johnseelybrown  maxsengles  technolopoly  google  goldmansachs  allwathedoverbymachinesoflovinggrace  adamcurtis  florianschneider  gatekeepers  mihalycsikszentmihalyi  darkmatter  gregorysholette  institutions  education  learning  power  neo-colonialism  networkedlearning  networkculture  internet  connectivism  society  socialmedia  2011  2008  informallearning  informal  mentoring  mentorship  pedagogy  self-organization  self-directedlearning  unschooling  deschooling  fachidioten  humanism 
june 2011 by robertogreco
"Participedia is a tool for strengthening democracy. Based on a wiki platform, its main content consists of user-generated articles which describe and assess participatory governance throughout the world. For instance, there will be articles on the British Columbia Citizens’ Assembly of 2004, consensus conferences in Denmark, participatory budgeting in Porto Alegre and other cities, local school council governance in Chicago, municipal evaluation meetings in China, and the People’s Campaign for Democratic Decentralization (under the Panchayati Raj reforms) in Kerala, India. In addition, there will be articles on participatory methods, such as deliberative polling, citizens' assemblies, and participatory budgeting, as well as articles about the organizations that sponsor, implement, and study participatory governance. Over time, we hope Participedia will garner hundreds and perhaps thousands of such articles."
politics  collaboration  government  democracy  participatory  participation  participedia  via:leisurearts  bc  britishcolumbia  kerala  participatorygovernance  citizenassemblies  self-organization  deliberativepolling  systems 
may 2011 by robertogreco
Seven Lessons for Leaders in Systems Change | Center for Ecoliteracy
Lesson #1:  To promote systems change, foster community and cultivate networks. Lesson #2:  Work at multiple levels of scale. Lesson #3:  Make space for self-organization. Lesson #4:  Seize breakthrough opportunities when they arise. Lesson #5:  Facilitate — but give up the illusion that you can direct — change. Lesson #6:  Assume that change is going to take time. Lesson #7:  Be prepared to be surprised." [via: ]
systems  leadership  flow  training  convergence  tcsnmy  lcproject  sustainability  community  networks  scale  self-organization  self-organizedlearningenvironment  food  culture  health  environment  change  time  slow  management  administration  deschooling  unschooling  education 
march 2011 by robertogreco
A Networked Learning Project: The Connected Day
[Broken link, alternative refs here: ]

"Piper is a 15 year old who lives in Midcoast Maine, US. A year ago, Piper heard about a new way to learn, and decided to take part in a new learning experience called the Maine Networked Learning Project. Known as “the Mesh” to participants, this learning ecology offered Piper the chance to apply her passion for learning in highly experiential and collaborative ways with groups of young people of varied ages, adult and youth mentors with knowledge territory specialties and organizations focused on ensuring sustainable and resilient societies, economies, and the environment. This is a snapshot of her day…"
connectivism  cck11  thomassteele-maley  maine  mlearning  mobilelearning  mobile  networks  netoworking  lcproject  bighere  longhere  bignow  elearning  self-organizedlearning  self-organizedlearningenvironment  self-organization  sugatamitra  mesh  meshnetworks  twitter  googlereader  projectbasedlearning  realworld  farming  sustainability  ecology  projects  local  glocalism  experientiallearning  meetups  education  speculativefiction  designfiction  pbl  agriculture 
february 2011 by robertogreco
Ras | galería | librería
"Es una iniciativa del arquitecto Santiago Cirugeda (Recetas Urbanas) que implica a más de una docena de colectivos en la creación de una red de espacios auto-gestionados por toda la geografía española. Lo que comenzó como un mapa de guerra con la península española como campo de batalla evoluciona hasta transformarse en una red de cooperación internacional. La experimentación que Cirugeda inició hace quince años en multitud de situaciones aisladas ha desembocado en una acción conjunta y auto-organizada con pequeños grupos ciudadanos. Personas que unen sus fuerzas y proyectos vitales para configurar nuevos lugares e incidir sobre su contexto.<br />
<br />
Este libro se inaugura en construcción. Es un libro incompleto, que evoluciona con el tiempo. invita a la imaginación, la voz y la acción del lector. Un código QR conduce a un espacio online en el que el libro sigue permanece vivo y abierto. Sus contenidos se amplían y enriquecen originando un nuevo libro…"
recetasurbanas  architecture  geography  santiagocirugeda  spain  españa  self-organization  the2837university  agitpropproject 
february 2011 by robertogreco
"Urbagram is a set of interlinked concepts, models, speculations, probings, essays and artefacts based on urban systems.<br />
Fractal Cities In his book Cities & Complexity, Mike Batty explores urban complexity at multiple scales. [ more ]<br />
<br />
Cities are complex systems — emergent wholes irreducible to their component parts — part living; as dynamic networks of human flows and social interactions, and part built; as an evolving infrastructure and architecture that defines a morphology. As a greater understanding of the benefits of self-organisation brings us to explore decentralised approaches to urban policy, new models and analytical work based on complexity science can inform our understanding of both what the city is and what it could be.<br />
<br />
I pursue a thought-praxis (a making-as-thinking) oriented around urbanisation, a mode of analytical thinking based on lines of flight, potential inputs and outputs unfolding along the way."
urbanism  cybernetics  complexity  design  emergence  models  modeling  urban  urbagram  speculations  mikebatty  cities  complexsystems  systems  flows  social  infrastructure  morphology  architecture  self-organization  policy  making-as-thinking  thought-praxis  via:preoccupations 
august 2010 by robertogreco

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