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16th April 2011 / 16 Aprile 2011

15.00 – 17.00: Laboratorio sull’uso del Lean Thinking a cura di Sharazad counsulting


PENSARE LEAN/LEAN THINKING
Stefano Schiavo di Sharazad presenta un metodo della Lean, volto alla soluzione di problemi nell’organizzazione del lavoro collettivo: l’augmented action learning.
Perché action learning?  “Perché secondo la Lean, non esiste l’azione senza l’apprendimento, né è possibile l’apprendimento senza l’azione”, dice Stefano.
Questo metodo prevede il coinvolgimento decisionale e creativo dell’intero organico che compone un’impresa; in questo senso, un suo fattore fondamentale consiste nella responsabilizzazione di tutte le persone coinvolte in un processo di creazione collettiva.
Come nasce questo processo?
Dalla presentazione di un problema e dall’intento di definirlo, attraverso una serie di domande che nascono all’interno del gruppo. Le domande riflettono un atteggiamento d’apertura, di dialogo e disposto alla divergenza, che è necessario per un’azione condivisa. Le affermazioni, in questo senso, sono abolite, perché limitanti e autoreferenziali.
I partecipanti al workshop “Augmented Action learning” si cimentano proprio con questa prima fase del processo di soluzione collettiva di un problema: 2 gruppi, in ognuno dei quali un problem presenter (che presenta il problema); un coach (che coordina gli interventi dei componenti del gruppo);  un external observator (che osserva le dinamiche relazionali fra i partecipanti).
Due ore non bastano alla sperimentazione: domande su domande, da cui nascono idee su idee.

Il metodo
Lean Production è derivata da studi del settore automobilistico, che hanno dimostrato i vantaggi competitivi ottenuti dalle migliori case automobilistiche giapponesi grazie all’utilizzo di questo metodo. Lean Thinking ha messo al centro dell’innovazione la persona coinvolta nella pratica operativa: è solo lei che può far emergere il valore profondo di ogni attività. Il recupero del contributo dell’individuo rispetto ad astratti modelli teorici avviene attraverso la liberazione da costrutti mentali e preconcetti, dal timore di essere inadeguati, dall’abitudine al “non ascolto”. Per fare questo, il metodo parte da un problema e lo affronta coinvolgendo persone “non esperte” che possono portare nuovi e sorprendenti punti di vista. Vengono definite regole chiare di relazione basate solo e soltanto su risposte a domande. Successivamente si individuano le azioni percorribili rispetto al “vero problema” emerso nel confronto.
Sharazad Counsulting
Sharazad Consulting è una società di consulenza per le aziende interessate al miglioramento della propria qualità amministrativa, gestionale e produttiva. Si avvale della collaborazione di Stefano Schiavo, specializzato in gestione delle operazioni di management, strategie sociali e organizzazione societaria.

Stefano Schiavo of Sharazad presents the augmented action learning method, aiming at finding solutions for possible problems that can emerge in the collective work of a company.
The method considers the involvement of the entire staff of a company in the process of creation and and decision – making.
Why action learning? Because, as Stefano explains, there’s no action without learning, and there’s no learning without action.
Where does this process start from?
From the presentation of a problem and the consequent attempt of defining it, through series of questions that emerges inside the group. Questions are synonymous of openness, dialogue and capacity for divergence: these are all factors that are necessary for sharing actions. Statements, in this way, are abolished, because they are limiting and autoreferential.
The “Augmented Action learning” workshop offers a taste of what this first step of the process consists of.
2 groups; in each of them a problem presenter (the one who presents a problem); a coach (that coordinates the interventions); an external observator (that observes the relational dynamics among the participants.
Two hours are not enough for this testing: from one question, many questions derive;  from one idea, many ideas grow.



22nd May 2010 / 22 Maggio 2010

How can we cooperate and coplan in order to transform?

The third day starts with new energy: people are getting even more connected with the aim of the workshop and the attitudes they are sharing

The first intervention of the day concerns the presentation of the Editorial unit of the workshop, showing the methodology and the process which it is developing during these days. The editorial unit, as Stefania of artway of thinking explains, has been conceived as a platform of sharing and informations among the participants theirselves and, at the same time, as basis of communication with the world outside the workshop. Federica of artway of thinking gives an instantaneous report of the dynamic that has been generated during these three days: in the first day the editorial staff was trying to orientate themselves within the work group; the second day gave them time to start to be active in the group and the consequences are evident in the third day, when people are independent, but at the same time totally connected with the group. That means, as Federica says, that dependence is not useful for creativity. Thanks to methodology, people become free to act: this is the essence of the process of change.

This contribution empowers participants to share the first activity of the day, which consists of a collective action of enrichment of Alma’s mental maps , which were created during these days, as graphical streaming of the information produced by several interventions.

The aim of today is focusing on the topics “coplanning” and “cooperation.” The contributions of the day implicitly introduce this topic, as they present different perspectives and practices which identify “coplanning” and “cooperation” as the central engine for processes of transformation.

Stefano Schiavo explains a new idea of cooperation, adopted by the Italian company Lago spa, where employers actively participate in the creation of products that respond to public needs. Stefano underlines that transformation comes not from an office room, but in the real place, where people and their needs can be expressed. This is why Lago works not with statements, but with questions, in order to overcome stereotypes of consumers and get in contact to what they really need.

Snark Space making, presented by  Marco Lampugnani, is an interdisciplinary open network , which involves architects, geographists, semiologists, economists and  journalists , acting in public space for developing territorial strategies: from the human being to communities. The concept of Snark is considering the public as not a product, but as a territory of negotiation.

The artist Maria Zanchi (Publink)presents the project “ Rifiuto con affetto” (“waste with care”) as example of cooperation among the artists, the institutions and the citizens for reinventing  the concept of waste in urban contexts. The key words used by Maria to define the project are public space, user/usefulness, communication and sustainability and the method proposed consists of the analysis of the territory, the contact with institutions and associations, the communication activities to give visibility and looking for practices for selfsustainability.

The “social worker” Stefano Collizzolli (as he defines himself) introduces his method in making “participatory videos”, which consists on a practice of shared audiovisual production whose subjects are emarginated people who work together with the video maker in all the phases of the process (content, screenplay, characters, shooting, editing and distribution). To the question “Transformation. In which sense?”, Stefano answers: “I don’t know. The participants are those who decide what is transformation for”.

Maria Rosa Jijon  presents the project CETOJ, whose aim is to help a group composed of socially marginalized youth to join forces to provide themselves with an identity and empower themselves as individuals and a collective. CETOJ project is about training in video, photo, dance, music. In the process, all training aims at creating working opportunities for kids and at the same time all training is made as training for trainers, who can replicate the courses and prepare future trainers.

… to be continued…

Editorial Unit meeting and reorganization…

Emanuele Quinteralli, Open Knowledge: What to do when participation is not mandatory? A threat, a barrier or an opportunity?
The Intranet 2.0 concept helps making organisation, technology and culture evolve towards social product development. Co-design can make changes happen and scale overcoming inertia and cultural resistance.

The method “Converging Pathways to New Knowledge” aims at exploring new ways to gather and share knowledge that are made possible by the new digital paradigm shift: “You are what you share”. Social transformation can happen through engagement and empowerment of ‘digital users’ at different levels, such as participatory decision-making processes, co-creation, co-production and collaboration.

Stephano Schiavo: Addresses the change that the Japanese had on the perfection of the idea of transformation as a slow process that demands much attention on evaluation, desing, and perfection. One of Schavo’s statements is that although industrial product design may be able to handle rapid transformation, “human change takes time.”

The designs presented by Lampugnani and Zanchi were interesting: the first presented a design of a rentable chair that would be used as a portable bench or a small table connected to wireless internet to connect a laptop and work anywhere public the user wishes. These portable chairs were created in response to the removal of public benches all over Italy.

As for Zanchi’s design, which addresses the idea of waste desposal, she and her group designed waste collecting stations that act as sharing and exchanging stations of cloths, hardware, etc. of waste that one might see as trash while another would see as a treasure.

Creative ideas to solving every day concerns.

Stefania Mantovani and Federica Thiene (artway of thinking) introducing the day and presenting the work of editorial unit for collecting the material and spreading through the web.

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