The Humanification of the Urban Community: An Italian Smart District Experience

The Humanification of the Urban Community: An Italian Smart District Experience

Francesca Cappellaro (ENEA, Rome, Italy), Roberta Chiarini (ENEA, Rome, Italy) and Claudia Meloni (ENEA, Rome, Italy)
Copyright: © 2020 |Pages: 10
DOI: 10.4018/IJUPSC.2020010103

Abstract

This article explores a cognitive, heuristic and perceptive approach to human behaviour that is to call humanification to inspire urban planners and sustainable transition managers to focus on communities in anticipation of a new culture. This perspective offers the opportunity to understand urban sustainable communities as a full sustainable experience. The case of Centocelle (Rome) Italian district is reported here as an example concerned the transformation of the local community into a self-community organization in which the work of facilitation and mediation was focused to raise a direct representation of local capacities. Humanification as an approach contributed to sustainable cognitive behaviors of a new cultural process that establishes new relationships between citizens and their home. Keywords Sustainability Culture, Human Becoming, Biosemiotic, Epistemology, Pre-Adaptation
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Exploring Humanification

Sustainable transitions require changes that can occur in small local experiments, in which evident elements are highlighted as scalable and through which networks can be developed into new movements so to rewrite a sustainable culture for the future (Schlaile and Urmetzer, 2019). This process requires a new regenerative culture of the sustainable knowledge no longer based on ‘managers’ versus ‘managed’ but a new way to co-produce a useful knowledge for everyone. Recent approaches consider this concept as a mixture between subject and object of sustainability suggesting that a low level of cultural influence might conditions the very co-creation of knowledge (Dessein et al., 2015b). This interpretation implies that when sustainable cities and communities is a goal, the role of the managers is those to create the space that allows the interplay between the subject and the object (Merleau-Ponty, 2002). This interplay is here understood as a process of humanification beyond cultural automatisms, in a similar way Bergson (2002) calls “thinking beyond the human condition”, as “we are not simply creatures of habit and automatism, but also organisms involved in a creative evolution of becoming”. In that sense, humanification concerns a learning behavior before a culture sharing, it is “a condition for anthropogenesis” (Ingold, 2013).

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