Rome - March 23, 24

WHAT YOU’LL FIND IN HERE

SOME CONTEXT AND INTRO 3

SESSIONS SUMMARIES 6

THE BUDGET 47

#OM18 MOMENTS 50

WHAT’S NEXT? 55
ABOUT THIS
Our stories are what makes us who we are. Each of us, and all of us together.
Stories coalesce into narratives and narratives move the world. Here we dare to tell you
the little big story of this Ohana Meetup. We really hope you can catch a glimpse of the
experience, knowledge, creativity, emotions that have been flowing deep and strong in
these 2 amazing days. We hope that this pages will take you to the next Ohana Meetup.

ABOUT THE
There is a change going on in the world of work. Beyond the buzzwords and the
marketing around it, there are people sprouting and living a revolution.
What happens if these people get together? What if we realized we are a tribe that is
actually changing the world. Even more, we recognize that we have a bond and we are
responsible for one another. We are our Ohana. And we’re gonna get together.
This is what the Ohana Meetup is all about.

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THANKS TO ALL THE ACTIVE SUPPORTERS:

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RUDY DEMO AND STELIO VERZERA
Care: what is care?
● Care as an attitude
● Common care as needed for effectively acting
together
● Care = Love?
○ Is it possible within a work context?
○ Care and love could be different
moments in time (love 1st, then care
comes)
○ Care can maybe be also without love?
Carine is broader and on a shallower
level.
○ Care is WIDER than LOVE in that
respect that it is targeting a lot more
people.
○ LOVE is specific to a small community
of ours
● Care is first the INTENTION behind it. The
motivation behind each work gestures are
really making a difference to the world we live
in.
○ But the intentions are different for each
people. So what does it take to have us
working towards the care for each
other.
■ First, knowing the intention. Even
if your intention is not similar than
mine, I can see some positive
perspective in yours. And then
decide to use my energy with
yours to a convergent caring
goal.
● Care is NOT always about fluffy stories.
Sometimes, it is a duty to hold
people/organisation accountable for their
activities.
○ Organisations often are not willing to be
accountable for their OWN values!
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What do we care about? Care-driven non-ordinary actions taken

● COLLABORATIVE APPROACHES to express ● Leaving the “security” of an employe work

my inner values
● HAPPINESS at work
● Generating an EXPERIENCE VALUABLE FOR
ME AND OTHERS. Not necessarily positive,
sometimes negative experiences are a
fantastic opportunity for growth
● Stay silent when you are willing to talk
● The extra-effort I can put in place because of
the power of love and care
● Changing the perspective ME <-> OTHER as a
tool against fear when I care for someone

● AUTHENTICITY: speaking the truth by not ● Balance energies: 50% me and 50% others.
caring about what others think Taking care requires energy.

● Multi-faceted organisation where I can face

challenges for growth, get collaboration, etc.

● Allowing the best potentials to be fulfilled, as a

purpose

● Freedom, creativity

● Sustainability

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DANIELA FERRAZZA AND JUSTINE SMITH

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LORENZO MASSACCI AND ANTONELLA CIPOLLONE
Good Inheritance from the old world.
Why Revolution and not Evolution.
There are things working fine:
● Repetitive jobs let companies make
customers happy (ex. Amazon)
● Fixed salaries, bosses and managers make
people feel safe
● Rules, discipline avoid chaos
● Job places make people stay more focused
What's the risk in starting a revolution? Should we
keep things already working?
In companies like Toyota there are happy people
doing repetitive jobs, because they feel engaged,
trusted, appreciated, safe, needed.
A job should be interesting, meaningful, funny.
There is a timing issue.
Evolution is incremental, usually slow.
Revolution is disruptive, suddenly generates a result
(but preparing it may take a long time).
Kaizen e Kaikaku coexist at the same time in the
japanese lean culture.
Revolution comes from latin REVOLVERE (going
back).
Someone is already living/creating the future
Future is now, but distributed over the world
One's present may be a revolution for another one.
The gap may be huge between two organisations.
Evolution is not fixing a yesterday problem but
designing the future.
Revolution is shifting from individual thinking to a
collective culture.
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Life and work should be considered as a whole,
companies should care about both.

A Revolution generates these feelings:

Ridiculous
Dangerous
Obvious

Maybe:
● Revolution is scientific
● Evolution is biologic

Innovation is not always a revolution.

A revolution always brings an innovation.

Evolution and revolution may be both useful

Consider the time you have to get the change
If you can evolve fast enough, it's easier
Revolution is faster, but don't forget the value you
already have.

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MATTIA RAPISARDA

The question was "do we have limits"? An important thing is to be able to do the right
The answer was that there are limits, but they are questions because you can't see your limits until you
subjective because we think that doesn't exist an aren't forced to face them.
objective reality.
Limits are everything that separates us from what we
aren't.
About the subjectivity of limits we thought about the
different point of view about limits of the people that
are different from limits of a system (for example a
company).
A Company can help people inside to exceed their
limits when they have a common value, a common
culture.

You can exceed your limits if you are conscious that

to exceed your limits you have to be able to:
● Feel
● Follow the change
● Continue to experiment
● Learn from the experience of others

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MARCO MINEO
People often ask to be involved in managing an
organization but often they are scared about the
responsibility that this means.
If an organisation try to start a revolution about
responsibility had to know that not all the people
involved may accept it.
Not everyone want or can be a leader because they
prefers to stay in the “comfort zone” and they are not
ready for changes preferring to have: Rules,
hierarchies, leaders that says what and how to do
something.
Sometimes revolutions can start with little actions in
order to permit that people that are involved can feel
more secure and improve their capacity gradually.
Trust can be a huge help to reach this goal.
It’s important to remember that leadership and
responsibility are a natural abilities and also a
personal path of growing. It’s impossible “to put” it in
people mind but it’s necessary to enable people to
improve this capacity growing little by little with a not
judgmental coaching.
A new way of working method create a disruptive
change in an ecosystem and people react in
personal different ways.
Co-responsibility create engagement and this create
fun. Fun could be a good way to let people take
responsibility.
Everyone could have a right rule where be helped to
take his better responsibility, it’s important to
discover which it is.
If everyone share his responsibility it’s possible to let
other people understand how difficult could be and
if they could reach their goal and reach it step by
step.
Expectation is always different from reality, you need
courage to take responsibility and then try to make
an improvement.
To disable fear it’s necessary open all the doors,
understand who really can do that,
changing rules creating more space to let people
move and also free and share all the information.
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STELIO VERZERA AND LUDMILLA CRESSEVICH
Sci-Fi has already proposed scenarios of a no-money
world.
There are experiments of gift economy running. They
lack tracing of value exchange though.
How to trace value? Is value a "local" concept? How
to "issue" value in such an economy?
Tokens / digital currencies are something that can
be traced.
Money is at the same time and exchange means, a
good in itself, and a sign of identity (like USD for ex.)
It is so strongly embedded in people's mind.
We first need to design differently before thinking
about technology.
Old economy is just exposing one number (the bank
balance, basically) reducing the complexity of life to
that. This also protects identity and privacy though
(on how I create/receive value in my life).
Old economy is just exposing one number (the bank
balance, basically) reducing the complexity of life to
that. This also protects identity and privacy though
(on how I create/receive value in my life).
Old economy is based on scarcity, not generative
resources.
A new economy should also account for scarcity of
some resources though.
If money is a fractal of human condition, will we
always find something to fight for?
Collapsology suggests putting economy in the hands
of A.I. in order to scale out the human destructive
factor (due to ego and fear).
Money is now nourishing ego too much (and thus
becomes a means to betray each other).
The problem, though, is maybe not the money but
how you decide to use it.
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We now need money to survive, what if we could
survive differently?

New "currency" should allow the tracing of value in

order to evaluate the impact of transactions.
Again, A.I. could drive / perform this systemic
evaluation.

We need new universal means to replace the

universality of money.

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NICK RICHMOND, CLAUDIA PELLICORI AND XAVIER LETIZIA
People give you the role and we each take a role.
We are affected by and interact with each other on a
conscious and subconscious level.
There are different levels of role: individual / groups
/ ecosystem.
Role (formal or informal) can allow us to express
power and authority.
The role can grow in people. You need to know
yourself to recognise/know what is your role. It's a
matter of identity and awareness of
strengths/weaknesses.
Position and role are the same? No, they are
different.
We need to "fit" the role to enable fulfilment and
happiness. Poor "fit" leads to frustration, low morale
and little fulfilment. if you pay my time and not my
talent I'll put my passion in other things and not in
work.
Role at work and in life (ex. Parenting). The personal
role usually are not valued as equal to work roles!
How does the work revolution need to be relevant to
non-work roles?
The starting point / leverages of revolution:
What you want to see. Imagine! Dream! (Paul
Tolchinsky) a vision, which gives us our "why"
Understanding our role within the vision
responsibility.
Experiment with new ways of working
Change perspective
Understanding and exploring diversity
Exchange with other people /contamination
(something that become part of you)
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We have assumptions and we think that they are
right, but we have to accept that our perspective
needs to change. We may have to sacrifice
something to enable the revolution.

We can be a virus and infect others. The positive side

of virus is the antidote.

Have authentic conversations to explore difference

e.g. competing visions, and emerging structures to
ensure those structures support the
vision/revolution.

Hold any emerging structures lightly to allow people

to fulfill their potential, express their changing needs
and allow the system to be relevant.

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MATTIA RAPISARDA
The idea is that we are a mosaic and we talked about
a "liquid mosaic" so, what happen if one piece of this
mosaic (that have a differente means in relationship
with the other pieces) move near another piece? Can
we try to understand what are our possibilities?
It's all about the ability to feel so, what are we feeling
about our ecosystem (ohana)?
We are feeling that "ohana" is growing and we are
spread our "ohana" outside thanks also events like
this meetup.
The world is radically changing fast and we are in a
moment where doesn't exist standard about
"ecosystem works", there aren't expectative and we
can have fun testing things and we are doing this.
We are creating enabler as point of connection with.
the world and we are curious about how this things
are accepted from the world.
We are testing the survival of mankind and also the
survival of the planet.
Egoism accelerate this wave of destruction because
"I think just for me".
With a consciousness of (an) ecosystem(s) maybe we
can invert this wave. The question now is how can
we do that?
Human are an integration of this planet not an
installation that allow us to do what we want.
We need more awareness about what there are
around us.
We don't' need to be egocentric but ecocentric.
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STELIO VERZERA
How is writing software for ecosystems different for
general-purpose software design and coding? How
should software written to support and enable
human ecosystems be? How could ecosystems
organise in order to generate code that is useful for
themselves? Here the key points of our discussion.
● Technology is a means, not the end. So also in
this case it should follow the purpose and
needs of the context it is created for.
● Protocols result to be a limit for the organic
evolution of complementary software
modules after being adopted. How can
protocols be evolved?
● Could the DevOps principle of “self-healing
software” help?
● Ecosystems have emergent dynamics, thus
we can’t write “optimized” software, we should
have “loose” software.
● Software for ecosystems could spot patterns
and emergent learning.
● Would Ethereum help? They have something
already but it’s a closed system: it introduces
“speculation” in your system if built on them.
● Technology should be chosen after “defining”
what the ecosystem is, but on the other hand
sometimes you realize you’re part of an
ecosystem through technology.
● Can we really define what a specific
ecosystem is? A greater call could be stepping
back and understanding more of what it is.
● Do we need Internet in order to develop
software? Some people do not have Internet.
● Pattern-based development could be very
useful.
● Protocols might be a necessity but we need to
have something to translate: no
protocol-based development.
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● No centralized development open-standard
has proved a valid way.
● We do not need to reinvent everything. Do we
have the abilities, on the human side, to
leverage what is already there?
● Can Artificial Intelligence help us not to lose
the richness and complexity that is now being
lost for sake of simplification?
● Could we enable everybody to write code?
Would that make software a real ecosystem
enabler?
● The software industry is a very young one and
it is now evolving very fast.
● There are possible ways of designing software
(and tools) knowing that we do not know what
we are looking for.

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MILUSKA OJEDA
What are the most relevant life lessons you had lived
during your work experience?
Trust other people
It’s important to learn to delegate and trust the
outcome of others, they can do it good and
sometimes ever better!
We talked about social intelligence: believe in your
group of people, in your team, if you cannot see or
understand something, others can do it for you also if
you don't know it. When people have similar or same
goals, it will develop its own intelligence because
you everyone is connected to each other.
Learn by doing
In the martial arts world there is this approach of "talk
less, do it more" so, before ask details on something
that you are about to experience, it is suggested to
do it before because the real experience will give the
right questions to ask, the right details to focus on. It
is better to get some practice into the real world and
go over theory.
Choose wisely
Sometimes people do not feel to belong to their
company anymore, they can't fit in. It's painful to quit
the situation because you will leave not only bad
aspects but also the good ones. So, choose wisely,
think on impact that actions can have for you or
things you care.
Do not repress emotions
In daily work life, people often repress what they feel
regarding behaviours, decisions and how they are
treated by others. It is important to learn to
communicate our thoughts and to not pile frustration
or other emotions. An assertive behaviour can be a
key.
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Improve communication Generation gap
Linked to the previous point, an important life Another learning is take note of a gap between "old
lessons is learn to adapt message based on context school" minded people and the fresh ones, there is
and people you have surround, and moreover conflict from "we have always do it like that" and new
LISTEN. Everyone of us know someone that only visions. There is a cultural gap and sometimes "old
speak a lot and do not put attention in what others ones" feel threatened by new generations, actually
say or do...We can listen with all of our senses, music their knowledge can be very precious to new ones
is a very nice example, in an orchestra or in a band, and vice versa!
when people play instruments, they have to listen
the others in order to create something together,
something that makes sense or just something
beautiful.
Moreover, communication can be improved also
getting used to express positive feedback and not
only the negative one. Feedback is helpful, but there
is a tendency in express what do not work or what
can be improve more than give confirmation or
appreciation on elements we like.

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OANA JUNCU

Theory U is a transformation framework at individual,

group and society level and is best illustrated as a
passage rite ( like the bottom of the U).
People that have experienced the protocol say that
is truly a life-changing experience.
Nevertheless, it is rather hard to grasp the essence of
the Theory U in a quick experimentation.
In this session I proposed a protocol called “process
Work” that I believe can illustrate the Theory U
transformation process and serve as explanatory
experience.

Outer Work: Process Work starts with a sequence

called “Outer Work”, when the group of people
discuss about a topic in a embodied approach: rather
than only sit and discuss, people move around the
space at a distance that reflects there level of
agreement with what has just been said.
This sequence is a good illustration of the

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descending branch of the U in the Theory U, from
“Download” to “Letting Go”.

Inner Work: The 2nd sequence of Process Work

continues with a more reflective work that is
called “Inner Work”, when participants exchange in
pair the experience of the group discussion,
focalising of the most inconfortable moments of the
discussion for each of them. Afterwards the
pairs are encouraged to shift perspective and
observe what is the positive energy that might
emerge from the discomfort they experiences. The
Inner Work is a good illustration of the
ascending branch of the U form “Letting Come” to
“New Emerging Ideas”.

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PAUL TOLCHINSKY
Our session asked the question, Why Work?
Why do we, why should we?
The discussion began with the why? Why do you
work?
The answers really fell into three categorie:
● The “hygiene” factors: These included
○ For the money
○ To satisfy my Maslow, lower order
needs (safety, security, food, shelter,
etc)
○ To provide for my family
● The more esoteric reasons
○ To make a difference in the world
○ To contribute to society
○ To leave world in a better place
○ Bring meaning to society
○ To express my talent
● The more personal
○ To learn and grow, to evolve
○ To have an identity, to know myself
○ To have fun
We all want workplaces that are interesting,
meaningful, fun and profitable!
We look for work that is inspirational; leverages our
talents, brings joy; uses my abilities; and enables me
to co-create with impact!
We then talked about the future of our work. Will
there still be “jobs” if AI and Robots, humanoids, etc
take over much of what humans do. We are all
looking for the next chapter in our lives/evolution. AI
will enable us to put more human value to work. The
why of work, changes dramatically then. We look for
aspirations and find the best people to help achieve
them, by identifying their way, not our way!
What work will go away? From automotive,
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PAUL TOLCHINSKY

combustion engine positions in factories, to nurses

and diagnosticians whose work is transformed as
industries robotize, automate, and evolve.
The shift in work, will be to bring value to the world.
Jobs, as positions with permanence, go away. We
bring value to ourselves, our families, and our
communities. The basics are provided, we focus on
higher order, much more challenging activity.
We concluded with three questions from Maslow:
What must I do before I die?
What must I know before I die?
What must I be before I die?

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RUDY DEMO
What is fear?
● Egoïsm: bad feeling that close us from the
external world
● Fear can emerge in many lifetime events. Ie:
quit a job where I am unhappy
● UNHAPPINESS
○ My company wanted LESS of ME (being
creative, collaborative, etc.) but more of
a production tool
● FRIGHT about changes, people
● Being afraid of something is dying a little bit
● Fear is a NEED to IDENTIFY MY NEXT
BARRIER and get the opportunity to
overcome it
● Fear is a KEY THAT CAN LOCK ME IN BUT
CAN ALSO FREE ME
● Fear is a shield to protect myself about the
uncertainty. It tells me not to go there
How to tackle fear?
● How to detoxify about fears and bad habits?
ACTING! GET IN TOUCH WITH YOUR OWN
VULNERABILITIES IS TO BE BACK IN TOUCH
WITH YOUR OWN HUMANITY
● IDENTIFYING the fear, give me the possibility
to start tackling it. When it is “managed”, I
realised to be CONNECTED TO THE OUTSIDE
WORLD and woaw!!! I can connect with others
● Fear is created when I start to project my
thoughts (positive/negative) on something or
someone but NOTHING DOES EXIST YET!!! It is
just imagination....
● It is important to TOUCH YOUR FEAR, feel it
and observe it. When you can OBSERVE
FEAR, YOU REALISE IT IS NOT SO FEARFUL :-)
● FEAR is a choice as seen by native
amerindians: to laugh or to fear about it. Pick
up one!
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 ● LET IT GO! It is ok to fake to let it go. Then it
will come back but we now we can improve
our “letting go” further and further

Relationship between FEAR and CARE?

● A LIFE WITHOUT FEAR IS A LIFE MORE

INTERCONNECTED AND OPEN
● When you are free from fear you make
yourself AVAILABLE TO/FOR OTHERS
● Fear is also an energy that I can let grow,
observe and that gives me energy (COURAGE)
to move to the “outside” world
● REMOVING FEAR IS MOVING TOWARDS
OTHERS​. It makes the outside world more
vivid and sharper
● FEAR IS A CURRENCY TO BE PROCESSED
(TRADED? CONVERTED?) AGAINST CARE FOR
OTHERS

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PAUL TOLCHINSKY AND XAVIER LETIZIA
We have been working on changing the way we
work ‘à years ago.30 years ago Paul felt we were on
the verge of a breakthrough.
The question we have today is how do we reach the
tipping point to actually change the way we work?
4 ideas about critical mass were listed in the
wholescale change that could help us:
1. Engage as many microcosmos as possible>
bring as many small groups to work current
opportunities.
2. Hope and power> hope is demonstrating
progress towards the goal. Power is giving
voice to as many people as possible
3. Expand the circle> if everyone invites some
people to the discussion we continuously
expand until we reach the tipping point
4. Define the critical mass> figure out what
number or percentage of people you really
need to create a positive energy in right
direction
Fabio: some examples/experiences cannot apply
everywhere. People themselves as unique and so
success stories lose their power
XXX: the carrot and the stick perspective was
introduced. What's the motivation the push people
towards change?
D*V*F> than energy resistance
Driver= dissatisfaction/pain/ business case for
change
Vision= it is the direction and it is energising exciting
and shared. Inspiration and storytelling.
First step= if the discussion doesn’t lead to action you
lose the momentum. In the direction of the vision.
What we miss more at this stage it is the vision
because if you can’t imagine it you cannot create it.
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PAUL TOLCHINSKY AND XAVIER LETIZIA

How important is speed in change? It is important To achieve a leveraging effect the storytelling play
because here again there is a risk of losing an important role. It creates possibilities and gives
momentum. The longer it takes, the longer it takes. people hope. Raises awareness of alternative way of
The research shows that the quicker you go the working.
more likely you are to succeed.
Creating a safe space to try and experiment without
Do we need a leader in this change, a philosopher to fear of failing
unleash the energy? And creating a trust around the enable the make the first step.
idea of change? The momentum can be started also
with little steps and local small groups and then Paul mentioned the 4 Ds from appreciative thinking is
spread from there. framework that can be used to reach the critical
mass:
Another important aspect is the way you create the 1. Discover
solution, co-creation achieve the goal of 2. Dream
convergerging diverse ideas. Combine individual 3. Decided
hopes into a bigger vision. 4. Do

An aspect to take into account is also the creation of Research says you can reach critical mass with
trust that there are other solutions available. Trust 10/12% of those impacted, you don’t need everyone.
can bring from vision to first step.

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Considering the normal distribution you have:
● 3% over my dead body
● 10/12% active resistance> can be constructive
and should be listened to because it can help
make a better solution.
● Passive resistance> they don4t help but they
don’t resist either
● Big silent majority > passive acceptance. Just
waiting to see if it will work.

Power in the collective> bring all the pieces together,

the groups together are much more powerful.
The synergy has a multiplying effect.

Last the widening of the panel of possibilities would

definitely help to reach the critical mass showing that
is can be done.

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FAUSTO MASSIONI
The main question is if today we can still aim to have
humanism at work, in other words to create a good
climate firstly to live and then to work together.
It seems that in the past - but when? - there was a
good climate in the working domains and that many
trials have been and are made to come back to such
a good climate.
Would it be possible indeed to be friends and
colleagues at the same time? Therefore to live (and
work) in a smart environment, taking care about
people, sharing facts, competence, joys and
sorrows? Not all people can understand what does it
mean, being the major obstacle the high
competitiveness, which means forgetting the
respect. And respect it's a matter of education.
Would it be necessary, needed, better to say
compulsory to have someone imposing rules in that
sense? Would it be the "fabbrica sociale" (social
factory), the cooperative or the "human company" a
model? Or would it be better to leave to the
individuals the willing to organize themselves as it
should be?
Based on the experience it seems that the major lack
to be able to follow this path is due to the absence of
responsibility, people don't what to make steps
forward to change direction. Colleagues are not
helping each other, only the single life and
professional garden have a value, but not a shared
one.
A comparison with the foreign countries gives
different results, more oriented to the forms and
substances of sensitivity and respect, which don't
jeopardise the profits and consider the people in a
"caring" atmosphere. It is in any case important that
without caring, there wouldn't be any improvement
to get or introduce humanism at work.
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Communicate with people as a starting way to
humanize a company, telling them numbers, figures,
processes, costs, would it mean to involve people in
the company's management, to get better results
from behaviour point of view.
Humanize the work is a time consuming activity, but
it should become an attitude, the fundamental of the
future's company.

The vision: to have the freedom (and the right) to

refuse an order or a job by a Customer, who is not
respecting mission and values of the company.
Because at the end of the day working shouldn't be a
sacrifice, but a shared engagement to be developed
with passion and fun. Humanism is a long process,
which should be played with patience and
consistency, where long-life batteries are needed.

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EUGENIO BATTAGLIA
When my daughter arrived I started to think much
more seriously about my role, myself, I start to
question many things.
I don't think today is more or less different than other
times.
What for sure I understood was important was to
make sure that she can be herself.
When you have a kid you're more connected to the
purpose of life.
I think new generations are changing more
significantly as compared to previous one.
Kids are challenging because they don't do what you
want them to do. Instead of having them follow our
idea of education, we should be able to listen to
them. We should learn from them. They're much
more reliable sensors in the present world. We
should let go control.
It's very easy to "write" in their minds, so this bring up
a lot of responsibility.
We should treat them as adults. Not misusing our
power and influence on them. Would I use the same
tone.
I have with my son/daughter when I'm angry as well
with a colleague? probably not.
Sometimes they ask you to be in that role, to be a
teacher, or a parent, even if you want to play a more
softer/friendly role.
I feel we lost the wisdom to pass to the new
generations, as we had in the past. We now need to
look for wisdom somewhere else. Now wisdom is in
TV, ADVm, etc... It's a new environment, and frankly I
feel lost.
We are in a time of no certainty, while previous
generations were raised with a strong "certainty"
attitude. We know now that there's none, and that a
"certainty" attitude is often expression of fear.
Design for the age of anxiety
Awareness to enable ourness
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We need to be courageous and we need new
generations to be it even more.

How we can reconnect with this wisdom? Making

children and raising them was an intuitive path now is
over-controlled, over-medicalized etc.
We need an integral approach to education,
multi-competencies, with an holistic approach that
comprehend emotional and bodily education, with
thinking-tools, how to learn, how to keep your
curiosity alive. We mentioned "ubiquitous education"
and "the finnish model".

We need to teach self-reliance but also how to be

together, how to co-exists in diversity.

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CLARISSA CELLI

When you have finished school and need to take a

fast decision about your career, how can everyone
help those people to find the right path???

Some of the solution emerge in the session was:

● Try to let them use tools and methodologies

to find what they like to do.
● there are no right direccion, just try on what
we feel close to.
● make them feel and work in their personal
interest.
● make young talk with retired people on the
field interested.
● Transmitted the same philosophy about the
uncertainty.

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XAVIER LETIZIA
The revolution of work is a change that impacts
people not only in their working dimension, it
influences their life and personal dimension as well.
David:
1. Organisations tend to be dysfunctional when
people who work there don’t have a
satisfactory personal life.
2. Is it possible to change the way we work
without changing society/capitalism system?
> probably yes as long as we focus on value
creation and stop aiming at keeping people
busy.
A question that is often asked is: are we a group of
lucky people who can afford to think about
revolution of work? Indeed we are, this doesn’t mean
that we shouldn’t try to go for it. You don’t have to
quit your work to contribute to this movement. You
can start small and then spread the message.
In order to spread the message it is important to
create a storytelling and spaces to exchange.
Dissatisfaction at work is what most commonly
trigger will for change. This change doesn’t apply
only at work, it applies 360 degrees to one’s life.
Change can be bottom up but also top down.
Change has to be respectful of everyone’s position. It
is kind of contract change and as such should be
re-negotiate with each and every impacted person.
To do so co-creating and and making safe spaces
available enables sustainable changes.
We are trying to find like-minded people but aren’t
we just confirming our bias? There is nothing wrong
in proposing alternatives to the current work model.
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JUSTINE SMITH
This photo below was the output from a last session
in the open space, in which participants reflected on
what they had learnt over the whole Ohana
gathering.
We started the open space session in what has
become classic OST format, sitting around in a circle
and talking about what we had learnt as people
wanted to share ... and then participants were asked
to offer a “reflecting on learning” technique that
perhaps they knew and had used in their practice.
To help shape and guide the “learning conversation”.
The first learning reflection was to partner up and tell
that person what was their next area of learning was,
and to think of an action that they would commit do
over the next two weeks, and then how they would
like to be contacted by the partner to understand
how the action had gone. For instance, I committed
to reaching out to a person designing robotic
applications as a part of human expression and I
wanted to be emailed in 2 weeks time by my partner.
The next learning reflection technique was using
scaling, participants were invited to consider one of
their learning edges or the next thing they had been
inspired or challenged / to learn more about / take
further during Ohana; an imaginary line was drawn in
the space with one end representing low and the
other end high; participants were asked to stand on
the point on the line that represented where they
were at the moment in relation to that learning and
how confident they were (low to high); they reflected
(silently) why they were standing at this point on the
line and not at very low or very high; then they were
asked to consider where they would like to be in six
months or so; and to consider what action they
would commit to in the next 72 hours to take the a
small step closer to their desired point on the line.
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People did not say anything out loud but did this as a
silent and seen/witnessed by others activity; this was
to demonstrate just how “content free” our group IMG
processes can be.

Finally participants were invited to reflect on what

they had learned and to create a word/ image on
some paper that summarized that.
The output of this is in this photo.

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ALESSANDRA CHIAVARO
The main topic of the discussion was defining what
the work revolution is, who is included in this change,
and if it is really inclusive.
We agreed on the need of defining the revolution
properly and then of communicating it well to a
broader audience.
For example, even the words “remote working”,
“smart working” etc have not precise and shared
definitions: people, companies and workers don’t
understand the differences besides the words.
Anyway these “first experiments of change” in the
work field are just a proof that people need a
change, but the borders are still fuzzy.
The Ohana meet up it’s the example itself of how this
topic is felt or not felt by the community.
People who are into the subject are far away from
the common mentality and they probably already
live and work in a “different way”. But can anyone
think to be part of the work revolution?
To be inclusive we need to change the paradigm,
from an individual thought to a collective thought
and start to think how to apply the work revolution to
the everyday life, also including the “common
people”.
The work revolution cannot be considered just as a
work matter, because it includes a deep cultural,
social and mind shift.
It is maybe more then a work revolution? It is an
universal revolution?
It’s fundamental to recognize the complexity of the
matter, and of all the implications, direct and indirect.
It can be probably for anybody, but in a different way.
The keywords are: defining, communicating,
processing and enabling.
It might take a long time, there is not a recipe, it’s a
process.
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DANIELA FERRAZZA
I proposed the title of the session because I had
been overwhelmed by a carom of inputs and
feelings during the first moments of the meet up and
I wanted to make order, get at least three basic
things, for everyone present, for ohana.
What do all these people do here? Are we a family?
Are we Ohana?
If we are here in a year's time, for the second meet
up, what should be the guiding principles that take
us from here to there?
No one felt involved in this title. I was alone, but still
wanted to brainstorm with myself to leave a trace of
that thought.
Stay as long as you want. Ohana is a soft circle,
welcoming you if you want, leaving you free and
waiting for your return.
Share your talent, Ohana makes sense because they
share their talents and personalities. It is not a sum, it
is a mixture. The result is always new and changing.
The result can be disruptive.
Trace value you contribute to create. There is
always a generation of value when people share,
how can we track it?
Write a collective history. Stories give us meaning,
they place us in time and space. Let's tell our story.
What is wrong? Don't be afraid if you don't feel 100%
comfortable. What's wrong, what else could we do?
Choose next location. Next year, sea! We need
space, there will be a lot of people. We should add
manual activities to the meetup, cook together, do
bricolage.
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DANIELA FERRAZZA

6 input, 3 milestones to point.

If I had to choose, probably this would be my ranking:

1. Share you talent
2. Trace value you contribute to create
3. Write a collective history
4. What is wrong?
5. Stay as long as you want
6. Choose next location

Thank you

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Ohana Meetup 2018 budget
Here goes the report of the Ohana Meetup 2018 budget, in full transparency as promised.
The Ohana Meetup is something we care to provide to our Ohana to grow stronger and wider,
it is not business for us. Any contribution for next year will be addressed to this purpose. Jump in!

REVENUES COSTS

Ohana Party ticket € 2.458,80 Services (PayPal, Eventbrite, Transports) € 490,30

Ohana Supporter ticket € 32,80 Welcome & OST materials € 1.216,03

Tickets revenues € 2.491,60 Open Space Technology location € 2.310,00

Party location € 2.862,73

COCOON CONTRIBUTION € Party music € 1.000,00

Cocoon Projects funding € 5.569,90 Photo/Video expenses € 182,44

Revenues total € 8.061,50 Costs total € 8.061,50

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A video recap and a photo gallery to remember

The Video: The Photo Gallery:

bit.ly/OM18-video bit.ly/OM18-photo

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WHAT’S NEXT?

The Ohana Meetup has lit a fire we will definitely nurture together. And we will walk
around it, and share our stories. Therefore, as simple as this:

1. Grab your ticket for the next Ohana Meetup at www.OhanaMeetup.party, and make
sure everybody interested in the evolution of the world (of work) knows about it!

2. Share your stories with us on Mozaic: https://medium.com/mozaic-stories, and let

us come together into a diverse and powerful narrative. Let’s awake some heads.
Here’s how: https://medium.com/mozaic-stories/submit-your-story-82ed06de154b

3. Share on your personal channels anything related to the points above using the
hashtag #OhanaMeetup and #OM18 or #OM19 so that we can find each other’s trail.

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MAHALO NUI LOA

Ohana for us means something truly important. It is our fabric of interwoven relationships, beyond
space and even time, it is the deepest expression of who we really are. You could call it
wholeness, ubuntu, famigghia. We call it Ohana and we feel deeply honoured to have you being
part of it with us. So let us just send a huge thank you to all of us our way, together.

See you next year! Aloha.

OhanaMeetup.party

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