In the generally depressing state that the Italian cultural and environmental heritage finds itself in, at risk through lack of resources and the economic crisis, new experiences are emerging: initiatives set up by enthusiastic and competent citizens that have re-launched sites, places, knowledge and traditions, reorganising the work and community relations.
The course will first of all take a look at an analysis of the abandoned cultural heritage and current inadequate models of traditional management. Subsequently, we will present a series of success stories regarding spontaneous and necessary innovation that led to the revival of the forgotten heritage, especially in Southern Italy, looking, in particular, at the phenomenon of social innovation and how it can be applied to the cultural heritage.
This MOOC illustrates a series of flagship stories that have developed in Southern Italy in recent years, and that have tried using an innovative approach to tackle the issue of safeguarding the cultural and environmental heritage. This are examples of projects that were set up without institutional support, but they serve to explore an increasingly interesting phenomenon that shows obvious signs of bottom-up social innovation. On the basis of these experiences, the characteristics of a new model of cultural and environmental heritage management will be described, that is triggered by the participation of citizens and is based on the concept of social innovation.
At the end of the course you will have the tools to:
- diagnose the problems and challenges in the cultural context;
- develop and implement models of participatory development;
- use methods and interdisciplinary processes.
Study of specific cases, and contact with real experiences, will enable you to acquire those notions that will help you develop the skills to build relationships, coalitions and systems to support and sustain change.
Stories of social innovation in the cultural sector like these are on the increase, but because they are lots of small stories, they don't get heard very easily. We are not in the presence of innovative start-ups, there are no venture capitalists interested, the profits to be made are not high. It is more like hundreds of tiny stars that try to provide light in a very difficult and critical area. We believe that there is a lot to learn from these stories.
For the moment there are relatively few cases, but it is certainly a phenomenon to follow and find out more about, but at the end of this first stage we can already focus on a series of issues that are clearly emerging:
- exploding stereotypes: the case studies offer a view of Southern Italy and the Mediterranean that goes beyond moaning and fatalism, beyond opportunism and beyond clashes and confrontation;
- the possibility of change: all the stories illustrate visible and concrete examples of regeneration, even in extremely adverse contexts;
- an experimental approach: towards new models of management.
- Lesson 1 - The abandoned cultural heritage2016/06/13
- Lesson 2 - Size of the cultural heritage as an alibi2016/06/20
- Lesson 3 - The inadequacy of management models2016/06/27
- Lesson 4 - Stories of social innovation and the cultural heritage2016/07/04
- Lesson 5 - Stories of social innovation and the cultural heritage2016/07/11
- Lesson 6 - SUD INNOVATION2016/07/18
- Lesson 7 - Social Innovation: a reference model for the cultural heritage2016/07/25
- Lesson 8 - Le caratteristiche delle storie di SOCIAL INNOVATION per il patrimonio culturale2016/08/01
Stefano Consiglio, University of Naples Federico II
Stefano Consiglio is full Professor in Business Organisation at the University of Naples, Federico II, Department of Economics, Management and Institutions. A former vice-president of Human Sciences and Director of the Department of Sociology, he currently coordinates the specialization course in Organisation and Management of Cultural and Environmental Heritage at the University of Naples, Federico II. He is a member of the governing board of the Italian Academy of Business Administration and Management (AIDEA). Prof Consiglio's research interests focus on business management, human resource management, innovation and enterprise creation.
Natascia Palmina D'Amico
Natascia Palmina D’Amico has a degree in Social, Political and Public Communication from the University of Naples Federico II. Her thesis was in Media Education, with a focus on video in education. Since then her studies and her research has been mostly about Moocs. She is very interested in creativity, art and communications. She is currently working as a research fellow for EMMA project, collaborating actively in video making and learning design.
Agostino Riitano è Cultural Manager, conoscitore delle tematiche culturali del Sud Italia e dell’area Euro-Mediterranea, sperimenta nuovi modelli rigenerazione urbana mediante la valorizzazione del patrimonio e delle eredità culturali, attivando progetti di innovazione sociale e creolizzazione dei linguaggi espressivi.
Fonda nel 2003 Officine Efesti, centro di produzione creativa e associazione per la promozione delle arti contemporanee nell’area Euro-Med. Dal 2006 è stato direttore artistico di Eruzioni Festival, Barock, Festival delle Culture Giovani e Tra- sparenze Festival. È stato tra i cofondatori del Coordinamento delle Realtà della Scena Contemporanea (C.Re.S.Co). Si è occupato del management culturale del progetto di co-design e sviluppo locale del Rione Sanità di Napoli. Attualmente è project manager di Rural Hub, progetto di ricerca che favorisce l’affermazione di change maker rurali. Fa parte del team della direzione artistica del progetto Matera 2019- Città di Matera a Capitale Europea della Cultura. Come esperto di social innovation partecipa alla creazione del piano di sviluppo turistico-culturale della Repubblica Dominicana. Consulente di OCSE per le politiche culturali delle regioni del Sud Italia. Docente di project management presso il Corso di Alta Formazione in Management dei Beni Culturali e Ambientali dell’Università Federico II di Napoli.