domenica 9 agosto 2026

EDUCATION IN ASIA

 


Global Compact 

on Education in Asia

Need for Broad Educational Alliance, Engaging the World with Hope

by: Professor Belén Lorezca Tangco, OP, PhD. Ph.D. University of Santo Tomas, Manila

      I.          Introduction

In 2017, the 39th session of the United Nations Educational, Scientific and Cultural Organization (UNESCO) held General Conferences and Committees’ meeting to fortify resolve in forming alliances to advocate education for life and enrichment of life. On November 14, 2017, the session was closed in Paris. The General Conference is the most important event in UNESCO's calendar. It meets every two years, and is attended by Member States and Associate Members. Policies and the main line of work and policies of UNESCO and the Organization budget are determined therein. This writer, Official Representative and Ambassador of the Union Mondiale des Inseignants Catholique (UMEC) - World Union of Catholic Teachers (WUCT), was a participant therein, (1) The global compact took place in Rome to bring the African Union's recommendations on education in the continent to the Italian G7 presidency. The meeting was promoted by Global Partnership for Education, Civil C7, AVSI, Save the Children, Coordinamento Italiano Diaspere per la cooperazione, Global Campaign for Education, Global Compact on Education and Comunità di Sant'Egidio. 

 Pope Francis' Address on World Educators

He advocates for a holistic "education of the heart, mind, and hands" that moves beyond filling heads with data to cultivating wisdom, empathy, and social responsibility. He emphasizes accompanying students, especially those on the margins, and calls for a Global Compact on Education to foster peace, justice, and environmental stewardship.

 Core Themes of Pope Francis’- Educational Vision

     Integral formation. Education must connect head, heart, and hands to create harmony and prevent the formation of “automatore” (Holy See)

     Walking Together. The educator is not just an instructor, but a companion. Teachers are reminded that students have “the right to make mistakes" and that the true role of an educator is to walk alongside young people, taking them by the hand to help them.

     The " Global Compact on Education." Launched in 2020, this initiative calls on all involved in education to place the human person at the center, foster a culture of dialogue, and combat a "throw-away" culture.

     Addressing Modern Challenges

He firmly rejects Bullying, a root attitude that breeds warfare. He constantly encourages a culture of peace, inclusion, and respect.

Support for the Teaching Vocation

The Holy Father frequently acknowledges the immense sacrifice of educators, often denouncing poor pay and enhancing teaching vocation as one of the most important roles in society. This special support for the teaching vocation has been practised immensely by the UMEC-WUCT President, Professor Jan de Groof in numerous countries' educational conferences, and by the UMEC-WUCT Special Advisor, Professor Giovanni Perrone, the Secretary General, Giuseppe Desiderio, the Treasurer Prof. Caroline Healy and Prof. John Lydon, and Prof. Alfons (ALFONS) Nuyens of Herenthoid, Flanders, Antwerp, Brussels. Great support to teaching vocation has also been enhanced by the AIMC President Esther Flacco who has been supportive of the goals a objectives of UMEC-WUCT.

Special audience with the Pope Francis

 In a special audience with Pope Francis at the Vatican, the UMEC-WUCT delegates were tasked with the promotion of holistic education and fortify partnerships with Catholic schools. With the technological challenges, updates on Technological skilling and upskilling are not enough; it is necessary to cultivate a heart that listens, a gaze that encourages, and an intelligence that discerns.

Catholic Schools form an environment in which faith, culture, and life intertwine. There are not simply institutions, but rather a living environment in which the Christian vision permeates every discipline and every interaction. Educators are called to a responsibility that goes beyond the work contract; their witness has the same value as their lessons. For this reason, the formation of teachers - scientific, pedagogic, cultural, and spiritual - is decisive. Sharing the common educational mission also demands a path of common formation, “an initial and permanent project of formation that is able to grasp the educational challenges of the present time and to provide the most effective tools for dealing with them... (Holy See)

 The Catholic Teachers

Pope Francis views Catholic teachers as essential guides of hope and humanity. He frequently reminds educators of their mission which is not just to transfer knowledge, but to actively accompany students through their struggles, avoid the traps of ideological colonization, and foster a more inclusive, compassionate society. He often reminds Catholic teachers that primary attention should go to the most "difficult", weaker, or marginalized students, stating that these students most need a teacher's patience and love. Educators are figures of Hope, planting seeds for the future, inspiring teachers to remain patient and confident in their work.

Development Studies student

In a learning paper submitted by this writer's Ph.D. in Development Studies student, she underscored the transformative nature of an educator in the life of students. She reflected on Professor Giovanni Perrone's sharing during the international webinar hosted by the Catholic Teachers’ Guild of the Philippines (CTEP), affiliated Member of UMEC-WUCT: "Education and leadership are keys to good governance... and service rooted in values, foresight, and responsibility which align with the ethical standards a leader should carry”. Ms. Lea Payumo reminds herself that education is not just the transmission of knowledge but a Transformative journey. “Perrone's call to rediscover joy and the virtue of hope challenges me to approach governance as a technical and moral endeavor. Whether crafting policy or building theory, our task is to serve the common good with compassion and a deep source of purpose." (September 27, 2025, Lea Payumo, Ph. D. student in Philosophy of Governance, Social Justice, and Development); cf. St. Thomas Aquines I-II, 92,2; Ⅰ-Ⅱ, 90, 4; I-Ⅱ, 96, 4.; cf. Peter Kreeft, 122, 126

Professor Cheryl R. Peralta, University of Santo Tomas, Manila, Vice Rector for Academic Affairs, remarkably shared her reflections as Guest Speaker, on Catholic Education in a Distraction-Filled World: Nurturers of Hope, Values, and Potential in the Era of Technology." Active discussions took place in the session hall assigned to the Session participants.

 Drawing New Maps of Hope

Pope Leo XIV, with his Apostolic Letter, "Drawing New Maps of Hope" celebrates the 60th anniversary of the Conciliar Declaration, Gravissimum Educationis. The anniversary was marked on 28 October 2025. The Conciliar Declaration dwells on the extreme importance and current relevance of education in human life. With that text, the Second Vatican Council reminded the Church that "education is not an ancillary activity, but forms the very fabric of evangelization. It is the concrete way in which the Gospel becomes an educational gesture, a relationship, a culture." (Vatican News)

That legacy shows surprising resilience in the face of rapid change and disorienting uncertainties. Educational communities which allow themselves to be guided by the word of Christ, do not retreat, but are revitalized; they do not build walls, but bridges. Creativity marks their response, opening up new possibilities for knowledge transmission, for meaning in schools, universities, professional and civic training, school and youth ministry, and research, because the Gospel does not grow old but makes "all things new" (Rev. 21:5).

In a parallel session on "The Heart of the Matter: Inclusion and Catholic Schools, " this writer spearheaded the session with the following esteemed Speakers:  Dr. Michael Boyle (Hermann Center for Innovative Catholic Education, St. Louis University, USA); Prof. Charlie Russo (Dayton University, USA); and the French speaking Bishop of Bossangoa, Central Africa Republic, Mgr. Néstor-Désiré Nongo - Aziagbia.

Among the Panelists present were Lead Inspector Ms. Julie Anne Tallon (Catholic Primary Partnership, UK), Prof. Kurt Willems (Catholic University, Leuven, Belgium), and Prof. Eric Mutabazi (Catholic University of the West, France).

Bishop Nestor-Désiré Nongo - Aziagbia discussed the collective responsibility of schools in carrying out the mission of Catholic education, and the rights to education, and global education where values, familial characters and discipline are inculcated. Alliance in education is a merger of fraternal brotherhood where formation in health and human development is contextually needed. African collaboration is necessary for the promotion of quality education and technique of pedagogy, and professional development.

The Aims and Objectives of the Conference:

The initiative of UMEC-WUCT on holding the Jubilee Gathering aims:

1.    To affirm and celebrate the vocation of Catholic teachers, recognising their professional and spiritual contributions to education in diverse contexts-whether in confessional, public or intercultural settings.

2.    To facilitate global exchange and dialogue among educators and Catholic education advocates, particularly those working in environments marked by conflict, poverty or political instability;

3.    To deepen awareness of the ethical, anthropological and theological dimensions of education in our time, particularly in light of Pope Francis's call for a renewed global educational compact;

4.    To showcase innovative practices in Catholic education that respond creatively and courageously to the needs of today's learners, families and societies.

The UMEC-WUCT Ecclesiastical Assistant, H.E. Archbishop Vincent Dollmann, DD, (Cambrai, France) speaks of the saint professor and Cardinal John-Henry Newman, proclaimed Doctor of the Church by the Pope. "In one of his homilies, as a young Anglican priest, Saint John-Henry encourages his faithful ones;

“During our prayer to our hearts, in the way of saintliness offered to feed to our Heavenly father, it is comforting for us to know... that the Holy Spirit in His grace is with us all the time, and we allow ourselves to triumph on our spirit and change..." (Homily August 1826).

On the international conference, participation onsite or online, Archbishop Dollmann speaks of “an opportunity for us to experience the beauty of the universality of the Church and to renew participation in its mission of education and intelligences and hearts."

Professor Jan de Groof, President, World Union of Catholic Teachers (UMEC-WUCT), and President, European Association for Education Law and Policy (ELA), sincerely appreciates the administrative and logistical teams whose dedication made the event possible. He acknowledge the invaluable support of partners: Italian Association of Catholic Teachers (AIMC) led by Dr. Esther Flocco, The Institute for African Compact Education (IACE and the International Foundation "Religions and Societies" (FIRS), represented by Prof. Jean-Paul Niyigera; and The European Education Law and Policy Association (ELA). These organizations embody the interdisciplinary character of Catholic education, bridging continents and tradition in pursuit of the common good. Prof. dan invites the assembly to walk together as believers and educators, strengthening the global community of Catholic teachers in fidelity to UMEC-WUCT founding visions, and renewing  the courage to teach, to witness, and to hope.

Fons Nuyens of Flanders, Antwerpen in Bruseade, speaks of the continued relevance of Catholic Schools in Flanders which cannot be understood solely from a historical perspective although its contribution to the development of education has been substantial. "Long before the modern state assumed full responsibility for schooling. Catholic religious order and congregators.”

 Established schools and made education accessible to broad sections of the population, including girls. Today, however, the principal justification for maintaining Catholic schools lies elsewhere. Their existence reflects a fundamental democratic principle: freedom of education, In a pluralistic society, parents should be able to choose schools that correspond to their educational and philosophical convictions. Educational diversity is not a threat to democracy but an expression of it, Catholic schools therefore contribute to societal pluralism by offering. a distinctive educational vision alongside other publicly recognised forms of schooling.

At the same time, Catholic schools continues to address a need that remains deeply human and therefore highly relevant in contemporary societies. Education is never merely about the transmission of knowledge and skills; it also concerns questions of meaning, identity, values, and responsibility. The Catholic educational tradition offers a coherent vision of the human person, rooted in human dignity, solidarity, care for the vulnerable, and openness to transcendence. In Flanders, this tradition has been renewed through the concept of the Catholic Dialogue School, which seeks to combine a clear Christian inspiration with openness to diversity and genuine dialogue. In an increasingly secularized and culturally diverse society, Catholic schools can therefore continue to serve as places where young people learn not only how to succeed in life, but also how to reflect on what gives life meaning and how they can contribute to the common good.

 The Declaration Gravissimum Educationis has lost nove of its potency; it has given rise to a constellation of works and charisms that still guide the way today schools and universities, movements and institutes, lay association, religious congregations, and national and international networks. A spiritual and pedagogical heritage have been consolidated by these living bodies, a heritage capable of traversing the twenty-first century, responding to the most pressing challenges. It is a heritage that serves as a compass that points the way and speaks of the beauty of the journey. Expectations which the Church faced sixty years ago have expanded and become more complex.Confronted with the dramatic educational emergencies caused by wars, migration, inequalities and various forms, forms of poverty, renewal of our commitment is an urgency. In his Apostolic Exhortation, Dilexite "Education is one of the highest expressions of Christian charity, the world needs this form of hope. "

 Global Compact of Education in Asia

 Mr. Adiwayarti (Theophilus) atmadi, OP of Jakarta, Indonesia, Asia-Pacific Representative on the International Council of Lay Dominican Fraternities (ICLDF), hasunderscored the importance of Catholic Education and Catholic Teachers in Indonesia.

A. Catholic Education (schools)

Catholic education in Indonesia is a pillar in shaping the nation's character. It focuses not only on academic intelligence but also on instilling moral valves, fostering tolerance between religious communities, and strengthening student’s faith holistically. The following are the key points of the importance os Catholic education in Indonesian schools

1. Holistic and Moral Character Development

Catholic education & grounded in Christian spirituality, balancing intellectual qualities with character maturity

2. Instilling the Values of Tolerance and Inclusivity

Catholic education, particularly Catholic schools in Indonesia, is open to students from various religions and ethnic backgrounds. This makes Catholic. institutions effective social laboratories for teaching appreciation for diversity, inclusivity, and mutual respect.

3. Formation of Mature Personality and Faith

The goal of Catholic Religious Education is to guide students to strengthen their faith, recognize their identity, and grow into spiritual and emotional maturity

4. Social Services and Access to Education

Catholic schools play a significant role in educating the nation, including providing access to quality and equitable education even in remote and underdeveloped areas.

 B. Catholic Teachers

The primary role of Catholic teachers is to educate the whole person – not only by transferring knowledge, but also by shaping students' character based on Christian values such as love, truth, and justice. They serve as living witnesses who instill morality, guide the conscience, and respect the dignity of each individual. Catholic teachers fulfill specific roles, including:

• Character and Moral Educators: Serve as role models in the internalization of evangelical values.

• Agent of social Transformation: Educating students to care for others, especially those who are weak, vulnerable, and marginalized, and fostering a spirit of tolerance in a multicultural society.

• Facilitator and Mentor: guiding students to optimally develop their academic potential and talents to face the challenges of the times

In Bahasa Indonesia, these read:

Pentingnya Pendidikan Katolik serta Guru-buru Katolik di Indonesia

A. Pendidikan (sekolah) Katolik

Pendidikan katalk di Judonuia menjadi pilar pembentukKarakter bangsa. Tidak hanya berfokus pada kecerdasanakademis, tetapi juga merananker nilai-nilai maral, memupuk toleransi antar umat beragama, dan memperteguh iman peserta didik secara holistik. Berikutadalah poin-porn utama pentingnya pendidikan Katolik di sekolad Indonesia:

 1. Pengembangan Karakter didasarkar pada sopirnHolistik dan Moral Pendidikan Katalik didasarkanpada spiritualitas Kristiani yang menyeimbangkanantara kualitas intelektual dan Kedewasaan karakter,

2. Penanaman Nilai Toleransi dan inklusinitasPendidikan Katolik utamanya sekolahKatolik di Indonesia terbuka bagi siswa dari berbagai latarbelakang agama dan suku.

Hal ini menjadikan institusi Katolik sebagailaboratorium sosial yang efektif untuk mengajarkanpenghargaan terhadap keberagaman, inklusivitas, dar sikap saling menghormati.

3. Pembentukan Kepribadian dan Iman yang Dewasa

Tujuan Pendidikan Agama Katolik adalahmembingbing sissa agar semakin mampumemperteguh iman, mengenali jati diri mereka, dan bertembuh menjadi pribadi dewasa spiritual dan emosional.

 4. Pelayanan sosial dan Akses Pendidikan

Sekolah-sekolah Katalik memiliki peran besar dalammencerdaskan bangsa, termasuk memberikan aksespendidikan yang berkualitas dan merata hingga ke daerah-daerahterpencil dan tertinggal

B. Guru-Guru Katolik

 Peran utama guru Katolik adalah mendidik manusiaseutuhnya - tidak hanya mentransfer ilmu, tetapi juga membentuk Karakter peserta didik berdasarkan nilai-nilaiKristiani seperti kasih, kebenaran, dan keadilan. Menjadisaksi hidup yang menanamkan maralitas, membingmembimbing hati nurani, serta menghargai martabatsetiap individu. Guru Katolik menjalanker peran specifik, di antaranya:

• Pendidik Karakter dan Moral: Berfungai sebangaiteladan Crok model) dalam penghayatan nilai-nilaiInjili.

• Agen Transformasi Sosial: Mendidik siswa untuk peduliterhadap sesama, terutama mereka yang lemah, rentan, dan terpinggirkan, juga menumbuhkansemangat tolerensi delam masyarakat multikultural.

• Fasilitator dan Pembimbing: Membimbing peserta didikagar mampu mengembangken potensi akademis dan bakatnya secara optimal optimal untuk menghadapitantangan zaman.

-CBCP Declarations on Catholic Education and Catholic Teachers

 The Catholic Bishops Conference of the Philippines (CBCP) champions Catholic education as a vital evangelizing mission. CBCP views Catholic education and teachers as central to the Church's mission of holistic human development and evangelization. Their declarations emphasize mission-driven teaching, the protection of educators' rights, and active engagement with pressing social and civic issues,

 CORE Principles on Catholic Education

• Education as an Apostolate. The CBCP stresses that Catholic schools are not just academic institutions but "field hospitals and community ordered toward truth, human flourishing, and the common good.

• Integral Formation: The CBCP and the Catholic Educational Association of the Philippines (CEAP) champion curricula that balance specialized learning with ethics, humanities, and social sciences,

• National Service. The bishops remind the state that Catholic schools help fulfill the constitutional mandate for education, and thus the government should actively support private education.

Declarations on Catholic Teachers

• Mission over Material Rewards: The CBCP acknowledges that Catholic teachers are often the backbone of the Church's mission, providing selfless dedication ever when material compensation is low. However, bishops urge school administrators to ensure the legitimate needs of employees are met.

• Retooling and support: During major transitions (such as the K to 12 implementation), the CBCP has firmly urged school administrators to be charitable and creative. They strongly dissuade schools from simply laying off teachers, advocating instead for the ne-training and re-tooling of educators to adapt to new tracks and subjects. Recent Collaborative Statements (2025-2026)

• Curriculum and Calendar Reforms: The CBCP's Episcopal Commission on Catholic & Education (ECCE) and the CEAP have raised concerns over rapid, top-down policies

 DepEd's planned shifts to three-term school calendars. They caution that such moves risk "heightened teacher fatigue" and poor educational quality unless adequately prepared (CBCP News)

• Civic and Moral Integrity: In response to threats against democratic values and historical distortion, the CBCP and CEAP have called on Catholic schools to designate key dates (like February 25, commemorating the EDSA People Power Revolution) as academic holidays. Teachers are encouraged to lead discussions on active citizenship, truth, and democratic vigilance.

• Curriculum Overhauls. Both groups urge stakeholders to review proposed higher education curriculum overhauls - such as reformed General Education requirements stressing that changes must uphold institutional autonomy and avoid diminishing the humanities. (Manila Bulletin), of. CBCP Online archives).

 Philippine Higher Education System

The Philippine higher education system includes over 230 universities regulated by the Commission on Higher Education (CHED). Public universities offer free tuition for qualified Filipinos, while private universities provide specialized, well-funded campuses, frequently with religious affiliations.

 CHED Chairperson Shirley Castañeda Agrupis, a seasoned and published academician, researcher and public servant, who assumed the position on September 6, 2024. Recipient of numerous prestigious awards, Chairperson Agrupis was a University Professor and the immediate past president of Mariano Marcos State University (MMSU). As CHED commissioner, she oversees 22 state universities and colleges (SUCs) across northern Luzon, Central and Eastern Visayas, Central and Southern Mindanao, CARAGA, and the Bangsamoro Autonomous Region in Muslim Mindanao (BARMM).

 Her vision focuses on refining internal protocols, standardizing procedures, and promoting Key government advocacies to strengthen governance and foster a unified approach to advancing education, research, and public service across three regions.

The other CHED Commissioners are Desiderio R. Apag III, Ricmar P. Aguino, Myrna Q. Mallari and Michelle A. Ong,

CHED History (legacy, ched.gov.ph)

The commission on higher education(CHED) was created on May 18,1994 through the passage of Republic Act No. 7722, or the Higher Education Act of 1994. An attached agency to the office of the President for administrative purposes, CHED is headed by a chairperson and four commissioners, each having a term of office of four years. The Commission En Banc acts as a collegial body in formulating plans, policies and strategies relating to higher education and the operation of CHED.

 The creation of CHED was part of a broad agenda of reforms on the country’s education system outlined by the congressional commission on Education (EDCOM) in 1992. Part of the reforms was the Trifocalization of the education sector into three governing bodies; the CHED for tertiary and graduate education, the Department of Education (DepEd ) far basic education and the Technical Education and Skills Development Authority (TESDA) for technical-vocational and middle-level education.

In 1997, Republic Act (RA) No. 8292, known as the "Higher Education Modernization Act of 1997" was passed to establish a complete, adequate and integrated system of higher education. The said law also modified and made uniform the composition of the Governing Boards of chartered state universities and colleges (SUCs) nationwide in order to

a) achieve a more coordinated and integrated system of higher education;

b) render them more effective in the for formulation and implementation of policies on higher education;

c) provide for more relevant direction in their governance; and

d) ensure the enjoyment of academic freedom as guaranteed by the Constitution

CHED VISION

Philippine higher education system that is equitable and producing locally responsive, innovative, and globally competitive graduates and lifelong learnings.

 MISSION

To promote equitable access and ensure quality and relevance of higher education institutions and their programs.

 

 

CATHOLIC UNIVERSITY AND ARTS

 


Catholic universities offer art 

as a way

 of addressing today’s problems

An international initiative, Catholic Universities Art Triennial, brings together universities from around the world dedicated to exploring how art plays a role in addressing the most relevant issues in the world today.

Vatican News

Over the next several months, countries around the world will host artwork in the forms of exhibitions, commissions, publications, and public programs. This international initiative, titled the Catholic Universities Art Triennial, is promoted by the Dicastery for Culture and Education of the Holy See an brings together artists, Catohlic universities, curators, and cultural institutions.

It began as a project dedicated to artistic creation, academic research and dialogue, as the Dicastery’s press release states. The Triennial is dedicated to exploring how art plays a role in addressing the most relevant issues in the world today.

The Triennial will be held throughout 2026-2027 and conclude in Venice.

An inaugural exhibition

The inaugural edition, entitled “Exercises in Empathy”, is set to be held in various cities around the world: Rio de Janeiro, Santiago, Bogotá, Boston, Milan, Lisbon and Luanda. Bringing together various universities and partners, it will reflect on the role of higher education, human relationships, and the concept of empathy.

Pope Leo XIV’s encyclical Magnifica humanitas points out that artificial intelligences “may … simulate empathy and understanding, but they do not understand what they produce, for they lack the affective, relational and spiritual perspective through which human beings grow in wisdom” (MH, no. 99).

The Triennial is focused on providing opportunities to dive deeper into the public debate regarding safeguarding what is fundamentally human.

Centers of creativity

The Prefect of the Dicastery for Culture and Education, Cardinal José Tolentino de Mendonça, recalled how, in what is now the Magna Carta of Catholic Universities, Pope John Paul II described universities as “as centres of creativity and radiating influence, he was setting out a programme that every generation is called to implement with renewed energy” (Ex corde Ecclesiae).

“If there were one word capable of expressing the identity of Catholic universities and their integral vision of education, that word would be empathy. Empathy lies at the origin of this university project.”

Universities are an educational community and strengthen the human ability to create—new ideas, organize what was previously divided, and imagine new versions of the world. They should be seen as invitations to join in an act of “co-creation” instead of as simply a technical exercise in repetition.

Again, in Magnifica humanitas, Pope Leo urges universities to address the complexities of today's world with creativity and to dedicate themselves to "mak[ing] the life of our societies more just and fraternal" (MH, no. 47).

“A family that educates for empathy forms people who are able to face difference without fear. A university that cultivates empathy prepares professionals who do not reduce others to data or functions. A workplace shaped by empathy becomes a place of mutual recognition, not merely of productivity.”

The Catholic Universities Art Triennial is working to respond positively to this papal call.

Universities and schedules

Seven universities are partaking in the first edition of the Triennial: Pontifícia Universidade Católica do Rio de Janeiro (Brazil), Pontificia Universidad Católica de Chile (Chile), Pontificia Universidad Javeriana (Colombia), Boston College (United States), Università Cattolica del Sacro Cuore, Milan (Italy), Universidade Católica Portuguesa, Lisbon (Portugal), and Universidade Católica de Angola, Luanda (Angola).

The universities will have differen beginning and closing dates for their exhibitions:

  • ·      27 AUGUST Brazil | Pontifícia Universidade Católica do Rio de Janeiro, until 15 NOVEMBER 2026
  • ·      3 SEPTEMBER Chile | Santiago - Pontificia Universidad Católica de Chile, until 22 NOVEMBER 2026
  • ·      9 SEPTEMBER Colombia | Bogotá - Pontificia Universidad Javeriana, until NOVEMBER 2026
  • ·      23 SEPTEMBER United States | Boston College, until DECEMBER 2026
  • ·      6 OCTOBER Italy | Milan - Università Cattolica del Sacro Cuore, until DECEMBER 2026
  • ·      12 OCTOBER Portugal | Lisbon - Universidade Católica Portuguesa, until 15 DECEMBER 2026
  • ·      29 OCTOBER Angola| Luanda - Universidade Católica de Angola, until 20 DECEMBER 2026

“The concept of empathy offers the First Contemporary Art Triennial of Catholic Universities a fruitful opportunity to bring aesthetics and ethics into dialogue while also inviting every field of knowledge into interdisciplinary conversation. It draws us closer to one another through the demanding, patient, yet deeply rewarding practice of mutual recognition.”

Vatican News

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 ARTS UNIVERSITE' CATHOLIQUE

ARTES DE LA UNIVERSIDAD CATOLICAS

INDIA - LEADERSHIP TRAINING

 


Leadership training

 for student leaders 

of 15 schools.



martedì 28 luglio 2026

TECHNOLOGY AND COMMON GOOD

 


 Technology must

 serve truth 

and the common good


es - fr - it



Pope Leo XIV encourages communicators at a seminar in Chile 

to promote communication that, 

in “the face of the new opportunities offered 

by technological development,

 knows how to safeguard the dignity of the human person."

By Giovanni Zavatta

Pope Leo XIV has encouraged communicators to ensure that every technological tool is placed "at the service of truth and the common good," as the Church reflects on the opportunities and challenges presented by artificial intelligence.

His message, signed by Cardinal Secretary of State Pietro Parolin, was sent to participants in the Seventh International Seminar on Church Communication, taking place on 27-28 July at the Pontifical Catholic University of Chile in Santiago.

The seminar, entitled The Challenges of Artificial Intelligence, has brought together communicators, pastoral workers, academics and Church representatives from across Latin America and the Caribbean to reflect on the ethical, cultural and religious implications of artificial intelligence in light of Pope Leo XIV's Encyclical Magnifica humanitas.

Wisdom and responsibility in the age of AI

Addressing Archbishop René Osvaldo Rebolledo Salinas, President of the Chilean Bishops' Conference, the Pope expresses the hope that participants will promote "a communication that, in the face of the new opportunities offered by technological development, knows how to safeguard the dignity of the human person and place every tool at the service of truth and the common good."

Pope Leo also entrusts the seminar to the guidance of the Holy Spirit, praying that its participants may address the challenges posed by artificial intelligence "with wisdom and responsibility, so that ecclesial communication may foster encounter among people and contribute to the proclamation of the Gospel."

Social media as human spaces

Opening the seminar, Cardinal Fernando Natalio Chomalí Garib, Archbishop of Santiago de Chile, reflected on the impact of social media, describing them as "truly human" spaces because they reflect emotions, relationships and conflicts.

"Everything that happens to us also happens there," he said, proposing four essential criteria for communication: truth, goodness, beauty and usefulness.

The Cardinal highlighted that Magnifica humanitas, dedicated to safeguarding the human person in the age of artificial intelligence, should not be read solely from a technological perspective.

"Today there is much discussion about artificial intelligence," he noted, "but this Encyclical speaks above all about human dignity and truth."

Building Jerusalem, not Babel

Cardinal Chomalí said communication rooted in those principles can strengthen community life in an increasingly individualistic society.

"We will promote dialogue, we will promote fraternity; in the end, we will build Jerusalem, not Babel," he said.

The same themes were echoed in the homily he delivered during the Eucharistic celebration that followed. Describing Magnifica humanitas as a "Christological" Encyclical, he called for communication marked by discernment and expressed the hope that artificial intelligence would always remain at the service of human dignity.

A shared journey for the Church

Among the other speakers on the opening day were Juan Carlos de la Llera, Rector of the Pontifical Catholic University of Chile, and Archbishop Rebolledo Salinas, who described the gathering as a concrete expression of synodality and of the Church's shared journey.

He said the publication of Magnifica humanitas has given renewed depth to the Church's pastoral reflection on emerging technologies.

"The inviolable dignity of the human person must constitute the principle, the criterion and the ultimate goal of both technological development and scientific progress," he said.

Vatican News

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lunedì 20 luglio 2026

MANAGEMENT AND LEADERHIP

 

en - es - fr - it

“Rules Management and Organizational Citizenship in Complex Realities”

-by Luigi Sanlorenzo*


The crisis in the world around us greatly influences our motivation to serve, our ability to plan, and our desire to hope.

While elsewhere and in other contexts this may be understood and perhaps justified, we cannot be allowed to do so, primarily because of our Scout identity. Some slogans may seem rhetorical to others, but for us they are the essence of our association's identity: kicking the impossible, the hope/certainty in the change born of education, the unshakeable faith that, through individual and collective action, we will succeed, as we have so often succeeded in changing this world.

We share insights that others lack and that are our heritage: the international, interfaith, and intercultural nature of our formation, which we also share with other organizations that, for example, do not share our faith; our faith, according to which a Christian cannot be a man or woman resigned to pessimism, because "we are all part of the resurrection."

Against all the pessimism of reason, within us lies the optimism of the will. We are optimists by definition; we smile and sing.

Organizations are strange worlds that live and try to survive in different ways.

But there's one thing that distinguishes organizations that manage to overcome difficult times and, above all, are able to attract both young people and adults.

Organisation

Organization means “tool to achieve a goal” from the Greek “organon”.

Let us not make the mistake of thinking that we are the end: we are an instrument, and it is no coincidence that we have a method for this instrument to achieve its purpose.

And the goal is to create a better world through education, understood above all as political intervention.

Our educational choice has a political character, that is, it has a transformative character of reality.

We don't train anyone—beware of training! We use the term "training" for convenience, by convention, but in reality, if our educational efforts don't result in any self-directed transformation on the part of the individual, we won't have achieved our goal.

That is, the young people who approach us, but also the adults who have been educated by us or who come to us within a certain age limit, have the need to encounter a world through which their lives can be transformed.

Transformation

The first reflection I propose to you is precisely this: are the things we do, the way we plan them, capable of determining a transformation in those who experience them?

I must tell you that in my experience, Scouting is one of the few educational realities in which this miracle occurs, so much so that you know well that it only takes a few years spent within any branch of the association for our neighbor on the train to spot us one fine day and ask, "Excuse me, were you a Scout?"

Precisely because it is an experiential, non-theoretical, non-superficial education that is embodied in learning by doing, scouting is able to "transform" in the best sense of the word, that is, to allow the potential that people have within them since childhood to emerge.

This is an opportunity we have, and one that over time has allowed us to achieve educational leadership among Italian youth.

But under what conditions did this happen?

Having lived through all the seasons of Agesci, and the latest of ASCI, I have on many occasions sought the reasons for its success.

We've won every time we've been what we declare in our definition, every time we've been, on a global level, scouts, that is, explorers and guides to the society we found ourselves living in. Then we were interesting, people followed us, parents sent their kids to us.

Let me give you some examples: since the 1970s, environmentalism has been a value shared by everyone, but until 30-40 years ago it was the preserve of boy scouts.

The boy scout was by definition passionate and a guardian of nature, in whose school he had grown up.

In the 1970s, we championed coeducation. It was a time when middle schools were still segregated by gender; not without "secular" and ecclesiastical criticism, the country saw us as the vanguard of a new sensibility that was already evident within society.

Again in the 1970s, associative democracy saw us leading an organizational shift that, while not yet complete, marked a turning point compared to the past. In the 1980s, we understood well in advance, even compared to very attentive sectors of Italian society, how much the phenomenon of immigration would alter the sociological structure of this country.

I remember that I participated in the Mondo in Tenda in Bologna and in 1982 the first R/S construction site took place in Palermo with the very first people who came from non-European countries, especially from Africa, in search of a future.

We win, in the sense that we are attractive, every time we propose an educational vision to society and to young people in particular, every time we "move the goals forward".

In all those phases in which we chase society or adapt to its trends , we are not perceived as interesting.

An organization is attractive and an instrument towards the achievement of a goal whenever it knows how to do three things: pro-voke , e-voke and con-voke.

Provoke and summon

Pro-vocare means learning to put oneself and to put oneself in crisis (from the Greek crasis = separation, discontinuity), that is, cultivating dissatisfaction in those who are mentally and physically lazy or feel they have arrived.

Education is a constant provocation to change and to break away from what is already known, what is already known. To replace know-how with know-why, know-where, know-what, etc.

E-vocare means giving others a vision of a different and possible world.

If you think about it, that's what Moses does and what's described in the book of Exodus.

How does he manage to convince those Jews, now comfortably "seated" in slavery, to set out and brave the desert? He evokes a possible world, alternative to the one they lived in.

Leadership

Consider that this conception, this intuition of Moses is at the origin of the most important studies on leadership.

Dilts says: leadership consists in "evoking a better world to which one wishes to belong." It is the same action that all the leaders who have changed the world will perform, from Christ to Marx, to Mandela, to Martin Luther King.

The proposal of a dream and a way to make it real.

Therefore, evoking is one of the elements that make an association a point of reference and, above all, that generates the desire to belong to it.

Do you know why I became a scout?

Because the magazine L'Esploratore (in the 1960s) was full of drawings of raised tents, ropes, knots, and on this chubby, somewhat solitary and dreamy bourgeois child, this thing exerted a mad fascination!

10- year-old boy , and it is valid for all those organizations that know how to evoke a world towards which we can move, while not concealing the difficulty of the journey between the present reality and the future reality.

If Jesus, along with declaring himself the Truth and the Life, did not also declare himself the Way, obviously someone would say, “But how can we get there?”

And here comes the third moment: the moment of convocation. That is, the call to the world that I have evoked—how we will then translate it into the various tools of the Method—through the things I do, the testimonies I share, the signs of constant presence in the territory.

There is a very beautiful text that I invite you to read entitled “Power of Convocation” written by Piero Trupia (one of the most famous Italian management consultants and, coincidentally, a scout in the 1950s), which describes this ability to call people to himself .

This applies to both the individual and the association, because the world I have evoked is a beautiful world worth exploring. The convocation process, unlike power as traditionally understood, implies that the moment of convocation also marks the beginning of my gradual disappearance.

You summon, but little by little, when the summons begins to have the desired effect, you have to back off.

What does Moses do? After convincing the people to overcome the difficulty of the Exodus, he comes within sight of the Promised Land, but he does not enter, preferring instead to hand over the leadership of the people to those born and raised during the journey.

Moses is worried that something from the old world might enter the new world through him ; he is afraid of contaminating the new, and so he yields leadership to someone who grew up in the desert.

We like to imagine that Moses goes somewhere else to begin a new adventure of liberation with others.

So be careful, when I speak of convocation, I am referring to a convocation that gradually allows us to develop others, so that they too can become conveners in their turn.

Scouting is a school of leadership, Scouting is a school of leaders.

Think of the extraordinary figure - who can never be mentioned enough - of the squadron leader.

A great figure in scouting; this 15-year-old boy who manages to take care of 6-7 younger children.

The experience of being a squad leader lasts forever, let as many kids as possible have it.

Well, I wanted to make this premise on the three concepts of "provocation and awareness of discomfort," "evoking a better world," and "summoning capable of helping others grow in that direction," to tell you that the world we live in is a world characterized—and now well described as a true era—by liminality (which comes from limen, meaning border).

Liminality is the moment when a historical cycle reaches its completion, a civilizing mission, worn out, gives way to new forces, forces that come from afar and, avoiding entrenching themselves in defense of the past, contribute to the renewal that often comes from outside.

In our case, it is the great journey of peoples who, driven by different motivations, will sooner or later revitalize our country.

All this shouldn't be perceived as threatening; it's part of a process that history knows and which, like the evolution of nature, has always revitalized humanity. Therefore, the future of Italian society lies in our colorful children; we're not just welcoming them.

We are only those who are helping them play their role in history.

From this profound change, described by Beck, Gallino, Bauman, as risk society,

liquid society, it is clear that organizations are at a crossroads, because organizations often have a great desire to survive without major changes.

This is why a dear friend who returned to the Father's House, a dear friend but also a scout leader, Daniele Settineri, loved to say "Scouting is alive whenever it maintains its movement dimension and is at great risk whenever it closes itself off within the organizational dimension."

He said it as a scout; as an organizational scholar, I can translate it this way: organizations, by definition, tend to structure themselves, to take root, and to remain static.

Remember when Jesus ascended the Mount of Transfiguration with the apostles. In the extraordinary weather, incredible visions, the apostles said: "Lord, how wonderful it is to be here! Let's make three tents and stay here forever."

Jesus gets really angry and says, “This is a time to recharge, but now we go back down to the valley and start working.” Organizations are like that.

In the end, it's actually quite comfortable inside, I'm talking about a shell.

How many adults—including the leaders we know and ourselves—find a sufficiently protected environment in our CoCas and neighborhoods, a place where the level of challenges isn't as dramatic as it could be or is in other aspects of their lives?

So be careful of the association as a protective shell, as a womb inside which everything is beautiful, "we're only scouts after all."

Organizations tend to structure themselves, take root, and remain steadfast by anchoring themselves to reality through so-called rule systems.

This is certainly not news from me, but it was Max Weber, the first great analyst of organizations, who observed them and noted: "be careful, because the rules within an organization can be a huge opportunity, but also a huge constraint."

So let's start by distinguishing between good rules and bad rules: only those rules that protect values are good. The others only serve to protect power.

After having constructed a paradigm of good rules, I ask myself the question of who will have to make them loved and respected.

And here's the birth certificate of the Executive. The Executive in politics, unlike the militant, has the task of enforcing the rules.

The same thing happens here. A largely growing generation of leaders—sometimes excellent leaders, but not trained enough to be good managers—finds itself in control of the rules.

So it's worth making a clarification here: today, organizations have processes in place to transform the nature of managers at all levels so that, rather than being the guardian of the rules, managers themselves are required to anticipate and drive change.

This can cause tremendous organizational trauma, because especially if you are a manager of a certain age, you find yourself hearing: "Look, what you did before doesn't work anymore, it's no longer good, you shouldn't be monitoring compliance with the rules but rather finding within the rules what allows you to change them."

This is a challenge that many people don't know how to answer.

And then they are either started on managerial paths of remotivation and improvement

performance or they are asked to leave it alone and maybe they are kicked out.

This happens because the organization, in addition to what I have already told you, in the time of liminality needs to evolve towards the concept of a “vital” organism.

Only when an organization is able to fulfill its purpose can it be called a “viable system,” even if not a living system.

What is the difference between a viable system and a living system? A living system is self-regulating.

If the temperature here were to rise by 15 degrees right now, everyone, albeit with very small differences in gender or skin tone, would start sweating; conversely, if the temperature were to drop, we would have other physiological reactions.

Living things have the ability to self-regulate.

This is something that an organization cannot do, since, being a creation of the human mind, it cannot self-regulate.

And what must it do to be in harmony with the world around it and in which lies the purpose for which it was created?

In the middle there is something whose name is as dear and sacred to us as many others with which we identify as scouts and leaders.

The choice

In the middle lies "choice." If an organization fails to grasp the signals its environment sends—and the earlier the better—it runs the risk of falling behind.

The choice... the choice to change, the choice to shape yourself differently, the choice to reach where no one has reached before.

So we don't expect that, like living beings, change will automatically transform us.

If we do not, in the meantime, introduce decision-making processes, first at the local level and then at the national level, our organization will gradually remain anchored in the present/past.

I told you before that the historical analysis of the success of post-war Italian Scouting lies in its ability to have been ahead of its time, ahead of its time, ahead of its time, ahead of its time, ahead of its time's issues, ahead of its time's sensitivities, ahead of its educational solutions, and ahead of its political vision of education.

Obviously, this reasoning is connected to the topic of organizational models: a bureaucratic organization is one that adopts models aimed at preserving what already exists; it is an organization that adopts systems and subsystems, based on certain organizational fundamentals, such as the chain of command, coordination mechanisms, etc.

In AGESCI, the organizational model, although initially built from the bottom up, runs the risk of no longer listening to the bottom and becoming stuck in reasoning that those who elected you no longer follow.

This emerged in yesterday's working groups, someone said: "Even if we felt like pushing a proposal from below, we avoid it because we say to ourselves: but imagine if the General Council would even consider something like this."

Here we have a bottom-up democracy, from the CoCa up, but the operating model is not the one that Argyris introduced as the basis of organizational development, it does not have the double-loup, that is, it does not have the return.

It only has the outgoing flow, it has the representation but often this representation is not able to return to consult with the base, starting from the most important fact which is to say to the base "look

that we won't move unless you give us encouragement."

It is often a blank check and therefore the resulting disconnect is strong.

Rethinking organizational models, which must always be consistent with rethinking the ultimate goal, is the lifeline for every organization.

We have this great goal: the goal of education, the goal of changing the world through education. This is certainly a beautiful phrase, but it must be articulated in objectives. This is what an organization calls "vision." Vision is always a slogan, but what allows a vision to become reality?

Only a system of goals measured over time tells me whether I am getting closer to my organization's vision or moving away from it.

If we were to apply this criterion to the numbers, we would certainly have to say that the decline in the number of children is something to reflect on; but the maintenance of the number of adults is an indicator that something is struggling to achieve the final goal.

Failure to review organizational models with respect to the final goal can create pockets of varying degrees, ranging from passivity to dissatisfaction or even conflict, or it can generate a mentality in the boss that says, "Well, I'll just hang out with my guys and do my thing; let others do everything else."

Obviously, if we have the activist idea of working towards an organization that is increasingly able to perceive changes as they arise, we must choose between being "notaries or prophets".

It's nice to see that in almost all the groups there are boys and leaders who are absolutely "in order": buckles, plaques, badges, uniforms... perfect... but can I tell you that a slightly less tidy and clean Scouting gave me the impression of a more creative movement?

Let's be careful that behind this formal perfection, this blue spot that every parade likes to have, lies a true desire for dialogue, which we'll recognize if they come looking for us even after the parade has concluded. We need to develop a system for defining and redefining the rules.

Thoughtful lightness

The organizations that are successful today are those that are "light" in their regulatory framework. In these organizations, the number of rules and regulations is significantly reduced, leaving much more room for choice, because all that's needed is for the system of values to remain unchanged.

So the organizations that are flying today are those with a very strong value system, capable of not needing a complex and articulated regulatory apparatus to guide people, because the very moment they guide them they limit them.

Rules, as Max Weber reminds us, are invented to prevent people from making mistakes, so I make a sort of track out of them and say, "Look, if you follow

you will reach your destination on this platform."

So I build a track, made of dense rules, that leads to a pre -determined place .

I said a track, but I could have said a corridor, a forced lane.

Today, however, the final destination no longer necessarily has to be there and in that precise place.

It could also be found on the sides of the path.

A system of rules that is too rigid to help me can ultimately prevent me from looking to the edges or sides of the path.

In the Unit, at twelve or thirteen years old, we were taught to trace animal tracks with chalk or to observe the firmament on starry nights, when the campfire had reduced to a few embers.

What purpose would it have served us in life? Would we have been a cattleman in the Midwest or a fur trapper in Ontario? Would we have pursued a career as an astronomer or a navigator in the age of GPS?

Certainly not! There's an educational aspect to tracking tracks that tells you: "Look at the edges of the trail, be able to distinguish one footprint from another where others see only loose earth, know how to orient yourself like a hunter or a navigator with the stars, by reading the terrain you're walking on and the routes you're following!"

So a strong system of values (and we have one, thank goodness) strengthened by our faith, but even just the scout faith would be enough.

I also say this to accelerate relations with other Scout organizations, so that our faith will never be an obstacle to the international dimension of world Scouting.

Constant attention to what is changing in the world enables us to intercept this change as it arises.

Those who can discern signals that others know nothing about are able to define a trend, so that when that phenomenon becomes apparent, they will be ready, having recognized and addressed it when it first appeared, to give a thoughtful response, not an emergency response that has never yielded results.

We need to shift the focus increasingly onto the system of values, making it a discriminating factor for leaders, certainly.

That system of values is our Association Agreement, and there are no distinctions: you're either in or you're not. With kids, it's different, as they're growing up.

Values and method

You propose values to them through the Method and its various articulations. The content must be clear because what you call a track, then a path, and then a road all refer to the same meaning.

In an itinerant dimension of existence, with that light itinerancy that allows you to be a reliable man and woman in the world.

And this brings us back to the memorandum of understanding signed between WOSM and SDA Bocconi, which was not born only because WOSM secretary Eduardo Missoni was also a professor at that prestigious Business School.

It was born because SDA Bocconi realized that when leadership shifts from authoritarian and formal to values-based, Scouting models become absolutely appropriate and capable of training tomorrow's decision-makers at every level.

Today SDA Bocconi also sends its interns to the World Scout Bureau.

These 100 years have not passed in vain; they have also served to affirm leadership models that are now being adopted even by organizations that have nothing to do with education, because leadership is the ability to evoke and summon people around you.

It is a cross-cutting element that is useful in every circumstance.

In this we have had, have and will continue to have a role if we are up to it.

We must be careful that the system of rules is precisely balanced so that the rules necessary for its functioning are never such that they prevent us, focused as we are on the corridor of rules, from noticing what is happening at the edges of the path.

Because it could happen that, following a single track, we arrive at a point where there is nothing left, because what was supposed to be there has happened at the edges.

of the path and we didn't notice it, because a rigid system of rules prevented us from doing so.

I translate it into scout language: the educational vocation that drives us to join an organization is already a first step.

But the educator must have the opportunity, the time, the ability and no fear to experiment.

We wouldn't be who we are if there hadn't been some heretic among us who, perhaps alone at first and then together with someone else, hadn't said... "Guys, the world is made up of men and women and we can't keep this world separate!"

He who goes ahead, he who explores, is called a witness (in Greek martyr).

You will always have a price to pay if you want to be a witness, you will get nowhere if you think doing so is free.

If you are not a witness, you are not a convener. Christianity triumphs and overthrows the Roman Empire because it evokes a better world in which we are all brothers and sisters, and because this is witnessed by the blood of martyrs, not by the words of intellectuals. Paul, who was a great and astute intellectual, would not be who he is today if he had not ultimately crowned his life with martyrdom. There is no doubt that the more we are perceived as living witnesses, ready to "put our face on the line," the more our proposal becomes convener-driven, enlivened by our hard work, by our testimony, by the effectiveness of our educational efforts, which do not exhaust their effect within the association. Because if you want to be a convener, you cannot be one only with those already convened.

So, let's go where we're not! In some places, especially in the South, in entire neighborhoods the only bastions of legality are the school and the scout group.

We will find ourselves, in the difficult times to come, having to take over

the actions of two entities that have been profoundly affected by this epochal crisis that we continue to experience: the family, swept by extraordinary storms, and the school.

Nor can we count on a future, which I imagine many of us hope for, with a school system managed differently, because schools need their own time, and too much damage has been done in the past. You can start tomorrow with the best minister and a lot of money, and you'll see the effects in 15 years.

So, before, a boy who had a family that more or less resisted, helped in some way by school, if he had also been a scout would have also had a good chance of coming out as a good person.

Now families often come to us because they want help with parenting, because they're in trouble, in panic.

So today you can count on your family much less. You can't count on your school at all, not because of bad intentions on the part of teachers, but because the system is dealing with rules that no longer exist.

The Paintings

Scouting is already taking over this work, so what does it need?

He needs to have adults who are helped by other adults to do this.

Therefore, the role of managers is no longer, or must no longer, or must no longer be, just—you decide—guardian of rules, but must be an investigator of the knots and bottlenecks that prevent the organization from being vital, organic, open, and creative, capable of taking on new educational emergencies.

The true analyzer of this potential organizational thrombosis is the Zone, which, like the municipalities, is the most subsidiary organizational level compared to the ultimate reality of the groups or citizens. If a new scenario emerges, who is to know?

National or regional level?

It's clear that the Local Committee keeps a close eye not only on compliance with the rules, but also on the level of creativity and innovation; it doesn't hold back, it pushes, it provokes, it doesn't just sit there worrying, it doesn't act like a mother hen, it acts as a motivator, upholding the system of non-negotiable values.

So this is very important because organizations have undergone this transition.

Federico Butera describes it in an extraordinary way, defining the transition of organizations as "from the castle to the network".

The Italian scouting organization is still a pyramid, “castle” organization.

We would like it to be an inverted pyramid and the formal mechanisms are those, but if you go to the leader of the pack in the village or in the suburbs he still has the sensation that things come from above, he doesn't have the perception that he is called to contribute to creating them.

Another important scientist, Mintzberg, says: "Organizations carry with them for a very long time the imprint of the time and period in which they were founded." There's still something pyramidal, something hierarchical, and therefore organizations must transition from the castle (pyramid) to the network, meaning more access, easier access, more connectivity. We later saw the network realized with the internet, but this was the original intuition. In a later paper of mine, I went further and said "from the castle, to the network... to the tent," obviously I couldn't help but be challenged by my background. Because even the network runs the risk of becoming a stagnant place, devoid of true emotion.

Instead, the tent gives us even more of a sense of how organizations must be, to give themselves a sense of existence with respect to their purpose: they must be tents, flexible, dismantled, ready to be repositioned as new needs arise.

The “tent” organization is capable of moving, that is, of recognizing itself in that nomadism that at some point brought us closer to the GUM movement.

We have a lot in common with the GUM, our rovers and our scouts at least should, I hope the CoCa too....

They are a small, little-known movement, but this itinerant dimension of existence is what characterizes them.

Another point the president made yesterday: we seek solutions to organizational problems through method. I'm invited to regional and local assemblies, as a scout, but not only to propose scenarios for local planning.

In some cases I find myself remembering tools of the method that seem to have been forgotten.

I'm coming to a conclusion.

First point: at this historical moment, we are not an organization that convenes, because we are not an association that provokes and evokes enough.

Second aspect: our generation and that of the younger leaders will find themselves having to compensate for the profound crisis and absence of the other two educational institutions.

So we have to, like Simon of Cyrene, shoulder an extra burden to do our part. I've always said: the best effect of Scouting education is when the child runs away from home and the parent is at peace because they know he's gone to sleep with his scout leader.

How many of us have been woken up in the middle of the night? Has it happened to you? No…

And so this is the crux of the problem, that is, if you don't have scout boys who, in the midst of adolescence, run away and come looking for you... basically they don't see you as an alternative.

How many of our kids perceive their boss as an ally to their parents, rather than an alternative? But they're looking for an alternative.

And I assure you, they'll find it anyway, but it might not be the right one.

Children are looking for teachers who are alternatives to the traditional figures of parents and teachers.

They need transgression to grow and scouting was for a time a transgression.

So if we have this company, these kids, and these challenges, we need to equip ourselves to maintain these items.

Not only in their profession as educators, but also when, by suspending direct educational service with the children for a period, the Framework is created.

You've been trained as a leader; the problem is that you're not trained as a manager. You're trained as a youth educator, so you're a scout educator, but no one trained you to educate adults.

And it is done by extrapolating from a method designed for children some aspects that are suitable for adults.

This is being told to you by someone who trains adults and he gets results because he draws many things from scouting.

So one of the issues is that too many rules make us lose sight of the value system, but above all they prevent

the exercise of lateral thinking. On the other hand, the need for a structured path with a skills system for training managers.

But be careful! We don't have to become the Quadri caste!

A path in this direction must be accompanied by regulatory changes that state that you can serve as a manager for no more than a certain number of years and then return to the young people; otherwise, we created the Managers' Association and the Managers' Association.

But you can't paint the picture if you haven't, for example, completed at least two educational projects, otherwise, there's no doubt, we'll create a caste of bureaucrats.

So a process similar to that of management training is needed: there is management training that must begin to develop management training.

Certainly, we can no longer allow managers, especially in the most troubled areas, to be merely well-intentioned people who perhaps already have other roles, or those who have more time but then, when it comes down to it, perhaps don't have the skills to manage adults, which is a different matter than managing children. Adults are structured; as soon as you touch them in their experiences, adults defend tooth and nail what they've built, etc.

Let us therefore identify the skills on which to build the profile of a Manager capable of helping and supporting the leaders, called upon to carry out those tasks that I hope to have highlighted in the first part of my reasoning, that is, the ability to be provocative , e-vocative and con-vocative.

the transversal skills that an adult who has a managerial role must have to be of support to others into 4 families.

Emotional skills:

Self -confidence : if you're nothing in life and only find fulfillment through Scouting, you're wrong; it's not the place for you! Scouting isn't the place you can take refuge in.

Here the Zone must do some work and develop a strong awareness activity to fully understand the motivations of its leaders.

- the ability to have a long-term vision that a Quadro cannot fail to have, because in theory, left a little freer from the urgency of the boys, he has the duty to look far ahead.

How can we look ahead? By being constantly connected to reality (internet and beyond) and knowing what's coming (incoming).

Interpersonal skills: ability to build interpersonal relationships.

A painting can't say: Guys, you know I have a bad temper... then don't paint the painting! It's not mandatory!

- Verbal communication, must be able to speak;

- persuasion and conviction, which is not manipulation, i.e. the ability to provide supporting arguments and knowing your interlocutor;

- public speaking ability;

- group and meeting management. It's true that many of us learned what a meeting is in Scouts, but a meeting between kids is one thing, and a meeting between adults is another.

In a meeting I already know what outcome I want to emerge with and I already know what margin of negotiation I am willing to accept.

A meeting isn't about getting a group of people together and "let's see what comes out"... that's something else, it's a brainstorming session.

But if it's an operational meeting, I have to have in mind what needs to come out of it and the level below which I'm not willing to give in.

- Setting up and leading teamwork: there are some extraordinary area managers (I did it for eight years) who ultimately say, “Well, if I do it alone, I’ll do better,” because the complexity is such that you’d rather overload yourself, because it gets done faster, rather than involve the committee members.

You should know, because before being a manager you're a leader, that those you don't involve are not only resources you don't use, but sooner or later you'll even find them against you. These skills aren't innate; they're learned just like we learned to tie knots, build structures, read patterns, and be polite.

- The ability to seize initiatives and opportunities; the ability to see where there are opportunities for development in my area, not because I need to develop my organization like a good activist and increase the number of members, but where Scouting actually offers the answer.

I'm privileged to have lived an experience in a large community of leaders who loved each other deeply, and still do, and who split out of love. If there are so many of us, we must give Scouting to other young people.

You have to have the managerial ability to clearly tell hypertrophic Co.Cas , "Look, you have to take Scouting there," because BP doesn't go to Eaton to recruit scouts, but to the most peripheral streets of Dickens' London. You have to take Scouting where it's most needed and most urgently.

Intellectual skills:

- They must be able to identify problems and solve them. They must know problem-solving techniques, but above all, they must be able to bypass them (problem shifting ), that is, they must understand what are false problems. And they must also have management and initiative skills.

The Quadro is still a leader, collegial as you like, but a leader.

Tenacious and executable, adaptable and flexible, he must be able to work with light programming.

I always remember when I was the clan leader: I drew up a plan but then I willingly betrayed it, I didn't allow the plan I had drawn up at home to stop me from taking advantage of the opportunities that the street offered to me and my boys.

Organizational skills:

- must be at least a little expert in using scarce resources such as time, money, the availability of people (which is always voluntary), etc.

- must be able to plan complex interventions

- to bring different worlds into dialogue and integrate knowledge and relationships

- capable of connecting with the levels of association responsibility

- capable of intervening in times of emergency

- can protect the image of the Association

What does the indicator, the idea, or rather the confirmation that we have moved from a rule-oriented organization to a development-oriented organization give you?

From the level of empowerment, that is, the ability to have power (potere in Italian is a verb and a noun, we are more accustomed to knowing the noun but in reality there is the verb “potere”).

So which organization wins? It's the one that releases increasing amounts of power, that is, it fosters individual and organizational empowerment, leaves scope for the exercise of power (verb), and thus allows for the development of creativity and the free observation of those signals that aren't always clear, even if they're present along the way.

So an indicator of a vital organization is its level of empowerment, from the personal level to the organizational level. So from the amount of proposals and experiments that reach me from the province of Reggio Calabria, rather than from the province of

Pordenone, I understand if my system of rules works: if it doesn't get to me, I question my system of rules and begin to wonder if perhaps my system of rules that makes us all perfect, also leaves us without the ability to soar above.

I'm finishing, but I assure you that I would like to continue for a long time.

What is the effect of proper management of rules? It's the development of a concept that isn't yet fully developed in our country: the concept of "organizational citizenship." We're accustomed to the concept of active citizenship, which is practiced in a social context, borrowing some aspects of citizenship.

Organizational citizenship

The concept of organizational citizenship is embodied in ensuring that everyone experiences their presence within their organization, whether by working there or volunteering there, feeling it as their own and therefore exercising all those actions appropriate to the contexts they feel as their own, starting with the type of contribution in terms of time, ideas, creativity, resources, etc.

Exactly what you wouldn't do in a highly regulated organization, where you jealously keep your ideas to yourself and limit yourself to obeying by offering the bare minimum.

If you want to get the creativity of people in an organization, you have to create a climate where people are happy to contribute their creativity, remembering

that being creative cannot be fixed in a contract.

If you want people to contribute that extra that each of us has and to contribute it to that organization and not outside of it, you must create the conditions for this to happen, otherwise the person will use that extra elsewhere.

Adult individuals, like our leaders and our adults, complete their training in the organizations in which they live: if they live in a vital organization that confronts and faces challenges, that seeks results, that celebrates merit achieved through sacrifice, that holds it up as an example, they will bring this contribution into every aspect of their own lives and will pass it on to their offspring.

We have some kids who are good at school…

There is an extraordinary film, “Finding Forrester,” where the young protagonist is ashamed of being a budding writer because his friends will make fun of him, and so he keeps this wealth hidden to himself.

By chance he will then find a mentor who will help him not to waste his talent.

Well, we live in a reality in which our children live in a system that flattens and discourages the best and most deserving, and they try not to appear that way so as not to be excluded.

We educate people to be good and competent and to demonstrate it.

Scouting changes your life, and if it doesn't translate into testimony, then something's clearly wrong!

If you're unable to distinguish a questionnaire filled out by scouts from other kids on a friendship or legality survey, something's wrong.

We're not creating the summer tattoo that can be washed off at the first opportunity.

Do you know what a real tattoo is? It's made by making an incision in the skin and then pouring ink over it until it's absorbed.

We shape the lives of our children with our experiences, and within that shape we inscribe the values of the Law and the Promise.

True education is a tattoo; to change it, you have to overlay another with the same process. And this is crisis, because crisis comes from the Greek "crasis," meaning separation, detachment from a world/way that no longer exists and a path toward the new and unknown.

So crisis, crasis, separation, crisis, then growth.

There is no growth without crisis, that is, without separation from what you were and then again crisis, crasis, growth, to cry, to cry, there is no crisis without painful passage, there is no crisis without paying a price, without the embrace of a Cross, without the abandonment of the old man that prevents the new man from rising again.

 

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* Luigi Maria Sanlorenzo (Loris) (1971-2026) from Palermo, a scout since the age of 12, was Clan Leader in the Palermo 15th for over fifteen years and then Community Leader Animator , Area Manager , General Councillor, expert in Leader Training, and in educational leadership. He organized large events for teenagers and young people,

Head of the Management Training Group at Banco di Sicilia, he held institutional roles in local government during the "Palermo Spring" movement. For over ten years, he taught Post-Industrial Organizational Systems at the Faculty of Engineering - Management Engineering and at several Italian universities; and Strategic Behavior at the School of Public Administration in Rome. He taught Educational Psychology in the Master's Degree Program in Work and Organizational Psychology at the University of Palermo and, since 2004, has directed the one-year Master's program in Strategies and Techniques for Personnel Management, sponsored by Confindustria, Confcommercio, AIDP, and other public and private entities.

Scout training has been a constant feature of his training program and in the academic and professional projects for which he was responsible.

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