Structured Dialogue Workshops in Larnaca Cyprus: Difference between revisions

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On the first day a project orientation workshop took place so the participants could learn and understand what is required from them and how they can capitalize throughout the project. In the following days,  the the participants were engaged in a [[Co-Laboratory]] using the [[Structured Dialogic Design Process]] (SDDP) methodology.
On the first day a project orientation workshop took place so the participants could learn and understand what is required from them and how they can capitalize throughout the project. In the following days,  the the participants were engaged in a [[Co-Laboratory]] using the [[Structured Dialogic Design Process]] (SDDP) methodology.


The SDDP approach involved the organization of 3 [[Co-Laboratory|Co-Laboratories]] (also referred to as Co-Labs). The design followed the retroductive and design development framework approach illustrated by the following figure presented at the launch of the project by [[Aleco Christakis]].
The SDDP approach involved the organization of 3 [[Co-Laboratory|Co-Laboratories]] (also referred to as Co-Labs). The design followed a retroductive design and development framework approach illustrated by the following figure presented at the launch of the project by [[Aleco Christakis]].


[[File: ActBeyondBorders_RetroactiveDesign.png |thumb|800px|center]]
[[File: ActBeyondBorders_RetroactiveDesign.png |thumb|800px|center]]
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The underlying theory is that one should describe and analyze the existing situation and extrapolate it to the future (base scenario), to identify the possible obstacles (called Wall of Obstacles) for reaching an ideal situation and develop a shared vision achieving that (called a vision tree). The efforts then converge on a collaboratively developed ‘Action Agenda’ capable of tearing down the ‘Wall of Obstacles’ and nourishing the Tree of Vision. It focuses on the distinctions among the ‘ought to be,’ ‘can be,’ and ‘will be;’, as described in the following diagram:
The underlying theory is that one should describe and analyze the existing situation and extrapolate it to the future (base scenario) to identify the possible obstacles (called the Wall of Obstacles) to reaching an ideal situation and develop a shared vision of achieving that (called a vision tree). The efforts then converge on a collaboratively developed ‘Action Agenda’ capable of tearing down the ‘Wall of Obstacles’ and nourishing the Tree of Vision. It focuses on the distinctions among the ‘ought to be,’ ‘can be,’ and ‘will be;’, as described in the following diagram:


For the elaboration of the development frame the following steps need to be taken:<br>
For the elaboration of the development frame, the following steps need to be taken:<br>
(a) Co-laboratory I: ‘Can be’  
(a) Co-laboratory I: ‘Can be’  
‘What are barriers or obstacles to what ‘ought to be done’ as described in CoLab II?
‘What are barriers or obstacles to what ‘ought to be done’ as described in CoLab II?
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The [[Knowledge Management Team]] included Prof. [[Aleco Christakis]], [[Yiannis Laouris]] and representatives from the partners.
The [[Knowledge Management Team]] included Prof. [[Aleco Christakis]], [[Yiannis Laouris]] and representatives from the partners.


==Launching the project==
==Launching the project==
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