The Catalan countries project (1931-1939)

In the evolution of Catalan nationalism, as much politician as cultural, the period of II Spanish Republic (1931-1939) was essential. The obtaining of the Statute of Autonomy (1931-1932) supposed the beginning of a stage of expansion in multiple aspects. One of them were the contacts with the Catalanists nuclei of the rest of the cultural space of Catalan language in which, at that time, it would begin to call Catalan Countries (Balearic Islands, Valencian Country, Andorra, Rosselló, to l'Alguer). On Those Collaborations between cultural organizations, political and particular parties Catalonia always will be the model to follow. The Increasing connections will be visualized on press, as well as on cultural celebrations, policy of parties and Constituent Courts. This evolution will be cut by the Franco victory in the Civil War in 1939.

COINE Project : Cultural Objects in Networked Environments

La idea subjacent al Projecte de Recerca i Desenvolupament COINE és permetre a la gent contar les seves pròpies històries. COINE pretén proporcionar les eines necessàries per crear estructuradament, un entorn basat en el World Wide Web, que permeti compartir continguts. Els resultats del Projecte ajudaran al desenvolupament d'estàndards per a la implantació i la recuperació estructurades de recursos digitals en entorns en xarxa distribuïda. El Projecte de COINE s'inicià el març de 2002 i finalitzà l'agost de 2004. Avui en dia estem al WorkPackage 5 on estem construint el Sistema, el programari i les interfícies. COINE pretén cobrir la gamma més àmplia possible d'usuaris potencials, des d'organitzacions de patrimoni cultural i institucions de qualsevol mida (principalment biblioteques, arxius i museus) fins a individus de qualsevol edat sense habilitats en l'ús de les TIC, o a grups petits de ciutadans. Els usuaris no utilitzaran només COINE com a eina de cerca, sinó que contribuiran amb el seu propi contingut.

Organisational values as "attractors of chaos": An emerging cultural change to manage organisational complexity

Business organisations are excellent representations of what in physics and mathematics are designated "chaotic" systems. Because a culture of innovation will be vital for organisational survival in the 21st century, the present paper proposes that viewing organisations in terms of "complexity theory" may assist leaders in fine-tuning managerial philosophies that provide orderly management emphasizing stability within a culture of organised chaos, for it is on the "boundary of chaos" that the greatest creativity occurs. It is argued that 21st century companies, as chaotic social systems, will no longer be effectively managed by rigid objectives (MBO) nor by instructions (MBI). Their capacity for self-organisation will be derived essentially from how their members accept a shared set of values or principles for action (MBV). Complexity theory deals with systems that show complex structures in time or space, often hiding simple deterministic rules. This theory holds that once these rules are found, it is possible to make effective predictions and even to control the apparent complexity. The state of chaos that self-organises, thanks to the appearance of the "strange attractor", is the ideal basis for creativity and innovation in the company. In this self-organised state of chaos, members are not confined to narrow roles, and gradually develop their capacity for differentiation and relationships, growing continuously toward their maximum potential contribution to the efficiency of the organisation. In this way, values act as organisers or "attractors" of disorder, which in the theory of chaos are equations represented by unusually regular geometric configurations that predict the long-term behaviour of complex systems. In business organisations (as in all kinds of social systems) the starting principles end up as the final principles in the long term. An attractor is a model representation of the behavioral results of a system. The attractor is not a force of attraction or a goal-oriented presence in the system; it simply depicts where the system is headed based on its rules of motion. Thus, in a culture that cultivates or shares values of autonomy, responsibility, independence, innovation, creativity, and proaction, the risk of short-term chaos is mitigated by an overall long-term sense of direction. A more suitable approach to manage the internal and external complexities that organisations are currently confronting is to alter their dominant culture under the principles of MBV.

Managing by values in the next milenium: Cultural redesign for strategic organizational change

The system of beliefs and values, that shaped the model for management and organizations during the 20th century, is just not good enough today. In order to keep a business functioning well and competing successfully in markets that are increasingly more global, complex, professionally demanding, constantly changing and oriented towards quality and customer satisfaction a new model is needed. In this paper, we will propose that both Management by Instructions (MBI) and Management by Objectives (MBO) today give notoriously inadequate results. By contrast, description of a new approach labeled: Management by Values (MBV), seem to be emerging as a strategic leadership tool. The paper outlines this approach and discusses the implementation of MBV as a tool to redesign culture in organizations and prepare them for the next millenium.

Teachers' challenges regarding cultural diversity

This paper presents some findings of the fieldwork of my doctoral thesis “Human Rights Educationas a Tool for Social Cohesion” of the Doctoral Program “Education and Society”The main research question that arises is: Can Human Rights Education be the departurepoint to work from, with and for the cultural diversity that characterizes our societies?Human Rights Education has been introduced in our social politics and among them ineducational policies which have a relevant role on the consecution of a cohesive society. Education,as a social right that has to be guarantee, facilitates the social change and the promotionof values and attitudes that favor cohesion.The work of several organizations like United Nations, The Council of Europe or Amnestyinternational have develop a wide variety of materials regarding human rights education atschools, guides and manuals for teachers, courses, development of competences and compendiumof activities.

Teachers' challenges regarding cultural diversity

This paper presents some findings of the fieldwork of my doctoral thesis “Human Rights Educationas a Tool for Social Cohesion” of the Doctoral Program “Education and Society”The main research question that arises is: Can Human Rights Education be the departurepoint to work from, with and for the cultural diversity that characterizes our societies?Human Rights Education has been introduced in our social politics and among them ineducational policies which have a relevant role on the consecution of a cohesive society. Education,as a social right that has to be guarantee, facilitates the social change and the promotionof values and attitudes that favor cohesion.The work of several organizations like United Nations, The Council of Europe or Amnestyinternational have develop a wide variety of materials regarding human rights education atschools, guides and manuals for teachers, courses, development of competences and compendiumof activities.

Una aproximació al coneixement del medi natural, social i cultural de l'educació primària a partir de la comprensió de la diversitat i la pluri identitat.

Projecte de recerca col·laborativa entre professors d’universitat, mestres i membres del Centre de Recursos Pedagògics del Gironés, realitzada durant l'any 2005. L'objectiu ha estat innovar el coneixement del medi natural, social i cultural. Davant l’actual procés de globalització de la societat que ha implicat, entre d’ altres coses, l’arribada de forts corrents migratoris i la presència d’alumnes d’arreu del món a les escoles catalanes, i en especial a les comarques de Girona, es revisa el Coneixement del Medi com una de les vies tradicionals i necessàries de l’adquisició de la identitat, treballant alhora l’acceptació de la diversitat cultural i de punts de vista que aquesta pot aportar. Els objectius fixats pel treball han estat elaborar una proposta didáctica interdisciplinar, oberta i flexible, per a treballar als diferents cicles de l'Educació Infantil i Primària, experimentant-la en diferents escoles; generar la plana web www.coneixmedi.net que recull les experiències i aportacions de les diferents escoles que hi participen i facilita la comunicació entre els alumnes dels centres; valorar els resultats de l'experiència, fent èmfasi en les percepcions dels nens i nenes participants i en la repercusió dins de l'escola i en d'altres centres i finalment validar un model d'innovació basat en la col·laboració i l'ús de recursos compartits. El pla general de funcionament s’ha articulat seguint el cicle bàsic de la recerca-acció. Entre els resultats obtinguts destaquen molt positivament l’elaboració de nou material basat en el treball de la diversitat, el coneixement de les actituds que es donen en els mestres, les famílies o els alumnes davant de la diversitat i l’alt nivell de participació i d’implicació de la major part dels membres del grup en la proposta i els intercanvis d’experiències i de reflexions generades.

Observability and overcoming coordination failure in organizations

Many organizations suffer poor performance because its members fail to coordinate on efficient patterns of behavior. In previous research, we have shown that financial incentives can be used to find a way out of such performance traps. Here we examine the sensitivity of this result to the ability of people to observe others' choices. Our experiments are set in a corporate environment where subjects' payoffs depend on coordinating at high effort levels; the underlying game being played repeatedly by the employees of an experimental firm is a weak-link game. Treatments vary along two dimensions. First, subjects either start with low financial incentives for coordination, which typically leads to coordination failure, and then are switched to higher incentives or start with high incentives, which typically yield effective coordination, and are switched to low incentives. Second, as the key treatment variable, subjects either observe the effort levels chosen by all employees in their experimenta

A change would do you good . . . An experimental study on how to overcome coordination failure in organizations

Many organizations suffer poor performance because individuals within the organization fail to coordinate on efficient patterns of behavior. Using controlled laboratory experiments, we study how financial incentives can be used to find a way out of such performance traps. Our experiments are set in a corporate environment where subjects' payoffs depend on coordinating at high effort levels; the underlying game being played repeatedly by employees is a weak-link game. In an initial phase, the benefits of coordination are low relative to the cost of increased effort. Play in this initial phase typically converges to an inefficient outcome with employees failing to coordinate at high effort levels. The experimental design then explores the effects of varying the financial incentives to coordinate at a higher effort level. We find that an increase in the benefits of coordination leads to improved coordination, but, surprisingly, large increases have no more impact than small increases. Once subj

Communication, cultural identities and the Olympic Games: the Barcelona’92 experience

This document includes the results of the research undertaken by the author on the media planning and coverage of the Barcelona'92 and its cultural implications.

L' esport a la Televisió de Catalunya: la creació d'un canal esportiu-cultural: Canal 33

Aquest treball es va presentar a l’Assignatura de Campus “Esport, Olimpisme i Societat” del curs 1995/96 i tracta de l'evolució de la programació esportiva a la Televisió de Catalunya des de la seva creació, així com dels orígens i història del Canal 33.

The Cultural Olympiad of Barcelona in 1992: Good points and bad points. Lessons for the Future

This text was presented at the Symposium “Olympic Arts and Culture Festivals: Recent Experiences and Future Design”, held in Chicago on the 23-24 June 2008. It provides with an analysis of good and bad points of the Cultural Olympiad of Barcelona’92 in order to discover, from that past experience, any lessons for future Cultural Olympiads and Olympic Movement cultural policy in general, as well as to rethink, in a critical way, Catalan cultural policies.

La Olimpiada Cultural de Barcelona en 1992: luces y sombras. Lecciones para el futuro

Este texto fue presentado en el Simposio “Olympic Arts and Culture Festivals: Recent Experiences and Future Design”, celebrado en Chicago del 23 al 24 de junio de 2008. Proporciona un análisis de las luces y sombras de la Olimpiada Cultural de Barcelona’92 con el fin de descubrir, a partir de esa experiencia previa, cualquier lección para las Olimpíadas Culturales futuras y la política cultural del movimiento olímpico en general, así como repensar, de una manera crítica, las políticas culturales catalanas.

The Cultural Olympiad: objectives, programme and development

Working paper analysing the Cultural Olympiad of Barcelona in 1992. This was published as a chapter of the book entitled "Olympic Games, media and cultural exchanges: the experience of the last four summer Olympic Games" and edited by M. Ladrón de Guevara and M. Bardají.