Come superare i modelli verticali: la Multifactory | Lorenza Salati & Giulio Focardi | TEDxMantova
The speakers argue that traditional work structures are inherently unjust, funneling people into a hierarchical pyramid rather than allowing true collaboration. They propose the "multifactory model," a new approach for shared workspaces rooted in heterogeneity, circular aid, and horizontal governance, as a means to foster sustainable, community-driven change. This model has already birthed physical spaces like Multifactory r84 and Multifactory Infatti9, where diverse professionals work together daily. ## Speakers & Context - **Claudia Lattanzi & Giulio Focardi:** Presenters/interviewers, leading the research. - **Shared workspace of artisans, freelancers, small businesses, and artists:** Initial context of meeting and idea exchange, fueling cooperation. - **South Italy, Pollino:** Location of initial research trip; asked the same questions about work, money, and the meaning of life. - **London's far northern suburbs, Tottenham:** Location of subsequent research at Bloqs, an artisans working space. - **Research locations:** Expanded across multiple countries, including Germany (Berlin, Potsdam), Spain, and Portugal. ## Theses & Positions - The traditional world of work is an *"unjust system"* built on competition and the desire for exclusive, paid-for services. - The established career structure is *"not a real pyramid"* but rather a funnel with a large base and a nearly vertical ascent to a distant top. - Real change requires changing the *world of work* itself, not just through external activism or single purchases. - Ideal organizations should adopt *"horizontal organisations"* because they are more stable, secure, and can renew themselves over time. ## Concepts & Definitions - **Co-working:** A concept common today, with less than 2000 existing globally "back then" (referencing the time of the research). - **Horizontal organisations:** Workspaces model characterized by stability, security, and self-renewal. - **Multifactory model:** The proposed model for collaborative work spaces, based on integrating best practices from historical and global examples. - **Principles of the model:** Heterogeneity, collaboration, circular aid, and horizontal governance. - **Horizontal Governance:** A decision-making structure where *"All members... are equally in charge of the decision making,"* meaning *"there's no boss, no top, everybody decides and everyone is commited to carrying out what's decided by the community."* ## Mechanisms & Processes - **System Analysis:** Initial research method involving open interviews asking people about work, money, and the meaning of life in diverse settings (e.g., initial shared workspace). - **Data Collection:** Systematic travel to multiple global locations (Italy, London, Germany, Spain, Portugal) to repeat the same questioning process. - **Model Creation:** Identifying seven recurring phases/transitional moments observed across all visited shared workspaces to develop a comprehensive model. - **Model Synthesis:** Adopting best solutions from different successful spaces and integrating them into the multifactory framework. ## Timeline & Sequence - **2011:** Initial meeting point described as a shared workspace for various artisans and freelancers. - **November 2012:** Timing when the speakers brought their methods together for the first round of research. - **Period of research:** Involved multiple trips and observations across continents (Italy $\rightarrow$ London $\rightarrow$ Germany $\rightarrow$ Spain $\rightarrow$ Portugal). - **2017:** Birth of *Multifactory r84* in Mantova. - **2019:** Birth of *Multifactory, Risma11* in Alzano Lombardo. - **2021:** Birth of *Multifactory Infatti9* in Biassono. ## Named Entities - **Pollino:** Region in South Italy used for research interviews. - **Bloqs:** An artisans working space in London's Tottenham used for research. - **Mantova, Alzano Lombardo, Biassono:** Locations where the first three "Multifactory" physical spaces were established. ## Numbers & Data - **Less than 2000:** The number of co-working spaces worldwide when the research was conducted. - **190:** The number of shared workspaces visited globally during the research. - **7:** The number of recurring phases/transitional moments identified in the evolution of collaborative spaces. - **30%:** Percentage of the multifactory model derived from Northern and Central Europe (sociocracies/consensus method). - **30%:** Percentage of the multifactory model derived from the Californian West Coast (do-ocracy). - **40%:** Percentage of the multifactory model derived from the rest of the world (North Africa, Middle East, Asia, South America). ## Tools, Tech & Products - **Multifactory r84, Multifactory, Risma11, Multifactory Infatti9:** Specific, physical examples of implemented collaborative work models/spaces. ## References Cited - None explicitly cited in the manner of academic papers or books. ## Trade-offs & Alternatives - **Pyramid system (Old way):** Operates as a funnel, making it nearly impossible for those at the base to reach the top, regardless of merit. - **Horizontal organisations (Alternative):** Described as more stable, secure, and self-renewing compared to the funnel model. - **Sociocracies/Consensus method:** One source contributing to the model's design principles. - **Do-ocracy:** A system praised for its recognition of the individual within a collective project. ## Counterarguments & Caveats - The initial research findings suggested that answers were *"identical,"* prompting the realization that the issue was systemic, not merely anecdotal. - Some observed shared workspaces were *"repeating the same mistakes"* and losing time/impact. ## Methodology - **Open Interviews:** Approach people in various settings and ask open-ended questions regarding work, money, and the meaning of life. - **Comparative Ethnography:** Repeating the same core questions across geographically and structurally diverse settings (Italy, UK, Germany, etc.) to identify universal patterns. - **Model Building:** Identifying universal developmental phases (seven phases) to build a systematic framework (the multifactory model). ## Conclusions & Recommendations - The world needs to change its approach to work because energy required to change the world must be channeled into work. - The recommendation is to adopt the multifactory model to create working environments based on equity and shared decision-making. - The ultimate goal is for members of these multifactories to *"strive to imagine and experiment today the world of tomorrow."* ## Implications & Consequences - The failure of the traditional pyramid system means that individual merit or talent alone cannot guarantee success or prevent the concentration of resources at the top. - Successful implementation of the multifactory model allows members to continuously improve their professions, making them *"more sustainable, more equal, more accessible, fairer."* ## Verbatim Moments - *"The cooperation was fueled by the system."* - *"Identical, the answers were almost interchangeable."* - *"Was it maybe about a new economic paradigm taking shape?"* - *"We were taught that work is competition."* - *"We pay more to exclude!"* - *"this pyramid is in fact not a real pyramid: this pyramid is a funnel with a large base, a far-away top, and the walls are basically vertical."* - *"We worry so much today about giving everyone an equal starting point, and may the best win."* - *"they are more stable, more secure, they can renew themselves over time."* - *"that's how was born the multifactory model, which is basically a model for anyone who wants to start a shared workspace, based on the principles of heterogeneity, collaboration, circular aid and horizontal governance."* - *"everyday they search, experiment, implement solutions to make their own profession more sustainable, more equal, more accessible, fairer."* - *"you don't change the world with Saturday Night's activism, you don't change the world by buying bio avocado."*