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Lumbreras, Julio, Track 5

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Working for sustainability transformation in an academic environment: the case of itdUPM

Published in: Environment
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Lumbreras, Julio, Track 5

  1. 1. Julio Lumbreras Working for sustainability transformation in an academic environment: the case of itdUPM
  2. 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. 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. 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. 5. UPM evolution on studies and research for development Origins 20 action-research groups in international development were promoted . 90s
  6. 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. 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. 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
  9. 9. Four Organizational Design Issues Leadership and governance Structure Incentives Identities
  10. 10. Leadership and governance What team do we need to pilot the process in terms of capabilities, leadership style...? “From Egosystems to Ecosystems”
  11. 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. 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. 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. 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)
  15. 15. Students Sustainable Experiences Problem solving Sense making and behavioral change Campus as a multi-stakeholder space (diffuse domain) University community (expert domain) Inspired in Manzini 2015 How do we frame our contribution?
  16. 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. 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. 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. 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. 20. Two universities: technical and social science à Interdisciplinary Partnership university-corporate Open sessions – open knowledge Master Degree as ecosystem
  21. 21. 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)
  22. 22. Collaborative design Focus on real problems Application of theoretical knowledge Collaborative process: diffuse and expert design
  23. 23. Green wall between agronomist and architects
  24. 24. Bench between architects and industrial engineers
  25. 25. Testimony: “An amazing experience both from academic and human perspective, thanks to the method to build upon knowledge sharing”
  26. 26. 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
  27. 27. Final thoughts Sustainable ecosystem? à How to increase collective leadership? à How to implement efficient incentives? Long term impact on behaviour? à From concrete experience to systemic change How to measure this impact? à Do we need other form of measuring?
  28. 28. www.itd.upm.es @itdupm

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