Presentation shown by Julio Lumbreras, Associate Professor at the Technical University of Madrid (UPM) and member of itdUPM, in the 3rd World Symposium on Sustainable Development at Universities (WSSD-U-2016)
2. Outline
An introduction to itdUPM
How do we frame Campus contribution to sustainability?
Students & sustainable experiences
A niche within a traditional University regime?
Some examples
Four organizational design issues. Framework
3. Outline
An introduction to itdUPM
How do we frame Campus contribution to sustainability?
Students & sustainable experiences
A niche within a traditional University regime?
Some examples
Four organizational design issues. Framework
4. • Large (40.000 Graduate and Post-graduate Students)
• Decentralized and muti-disciplinar (20 “Schools”)
• Internationally focused
• Strong relations with Industry
Technical University of Madrid (UPM)
5. UPM evolution on studies and research for development
Origins
20 action-research groups in international development were promoted
.
90s
6. UPM evolution on studies and research for development
Origins
20 action-research groups in international development were promoted
First steps to create an interdisciplinary centre
Masters Degree in Strategies & Technology for Development
90s
2008
2010
7. UPM evolution on studies and research for development
Origins
20 action-research groups in international development
First steps to create an interdisciplinary centre
Masters Degree in Strategies & Technology for Development
itdUPM is constitued
90s
2008
2010
2012
8. Outline
An introduction to itdUPM
How do we frame Campus contribution to sustainability?
Students & sustainable experiences
A niche within a traditional University regime?
Some examples
Four organizational design issues
A preliminary framework
10. Leadership and governance
What team do we need to pilot the process in terms of
capabilities, leadership style...?
“From Egosystems to
Ecosystems”
11. Structure: a network organization
How to create new spaces that really promote cross-unit
relationships, fostering a sense of community and an open culture
of trust?
A networked organization is…
More than a “sexy” organization chart based on nodes and links.
More than a word that is repeated insistently.
An enabling, organic space where interactions are crucial,
… where processes and management systems are far from
bureaucracies,
… where strategic behaviour is far from formal planning, reinforcing
emergent strategies.
12. Incentives
Which are the incentives that we really have at our disposal to
stimulate internal collaboration?
3 Ms:
• Meaning
• Mastery
• Membership
When only intrinsic
motivators are available
13. Identities
How to wear two or three hats simultaneously (belonging to a
node, to a cluster and to a network)?
A new institutional framework had to be negotiated
(former institutional options -institutes and research
centres- were not conceived for networked institutions)
14. Some sources of inspiration
Multi Level Perspective (Geels, 2012)
Regenerative sustainability (Robinson, 2014)
Interdisciplinarity and the “star model” (Bursztyn, 2013)
“Design, when everybody designs” (Manzini, 2015)
16. Students
Sustainable
Experiences
Problem solving
Sense making and
behavioral change
University community
(expert domain)
Inspired in Manzini 2015
How do we frame our contribution?
Interdisciplinary
research and
training
Students
Sustainable
Experiences
Dialogic and
transformative
conversations
Partnerships
for
sustainability
NICHES FOR
SUSTAINABILITY
Campus as a multi-stakeholder space
(diffuse domain)
17. Outline
An introduction to itdUPM
How do we frame Campus contribution to sustainability?
Students & sustainable experiences
A niche within a traditional University regime?
Some examples
Four organisational design issues. Framework
18. Students
Sustainable
Experiences
Problem solving
Sense making and
behavioral change
University community
(expert domain)
Inspired in Manzini 2015
Interdisciplinary
research and
training
Students
Sustainable
Experiences
Dialogic and
transformative
conversations
Partnerships
for
sustainability
NICHES FOR
SUSTAINABILITY
Campus as a multi-stakeholder space
(diffuse domain)
Examples
19. Students
Sustainable
Experiences
Problem solving
Sense making and
behavioral change
University community
(expert domain)
Inspired in Manzini 2015
How do we frame our contribution?
Interdisciplinar
research and
training
Students
Sustainable
Experiences
Dialogic and
transformative
conversations
Partnerships
for
sustainability
NICHES FOR
SUSTAINABILITY
Campus as a multi-stakeholder space
(diffuse domain)
20. Two universities: technical and social science
Interdisciplinary
Partnership university-corporate
Open sessions – open knowledge
Master Degree as ecosystem
21.
22. Students
Sustainable
Experiences
Problem solving
Sense making and
behavioral change
University community
(expert domain)
Inspired in Manzini 2015
How do we frame our contribution?
Interdisciplinary
research and
training
Students
Sustainable
Experiences
Dialogic and
transformative
conversations
Partnerships
for
sustainability
NICHES FOR
SUSTAINABILITY
Campus as a multi-stakeholder space
(diffuse domain)
23. Collaborative design
Focus on real problems
Application of theoretical knowledge
Collaborative process: diffuse and expert design
27. Testimony: “An amazing experience both
from academic and human perspective,
thanks to the method to build upon
knowledge sharing”
28. itdUPM today (after 4 years)
Growing figures: more than 200 members; increasing budget,
high numbers of applicants to the Master Degree
A wide international network (companies, NGOs, international
agencies, other universities…)
And a new infrastructure designed as an enabling and
collaborative spaces
29. Final thoughts
Sustainable ecosystem?
How to increase collective leadership?
How to implement efficient incentives?
Long term impact on behaviour?
From concrete experience to systemic change
How to measure this impact?
Do we need other form of measuring?
Reference to UPM participation at ISCN
Why ISCN is important for us
Collaboration with the industry is something inherent to UPM
Traditionally: patents, technological essays, laboratories, training…
Predominant technoecomomic perspective. Adressing problems of the industry of the “industrial society”
In our presentation: how we are exploring new ways of collaboration where we have to address social social and environmental problems, and science and technology is a vehicle.
It implies at least three differences that shape the kind of collaboration we need to design and practice:
The “client” is often unknown
Problem solving approaches have to be sustitued for collaborative design
Not all the necessary capabilities to cope with the problems are inthe domain of the “experts”
This is aligned with the concept of PPPP that 2030 agenda recognices as necesary to go ahead in the sustainable transformation