By R joint editors see above: Carmen, Raff CARMEN, see above: joint editors, n.a.
Clodomir Santos de Morais is to organizational and entrepreneurial literacy what his Brazilian confrere and one time fellow political prisoner, Paulo Freire, is to boring literacy. This publication introduces for the 1st time in English the reports of grassroots improvement staff who've utilized his principles of the association Workshop (OW) and capacitation in hugely different social settings. De Morais's tools of operating with the main marginalized sectors of society are correct not only to 3rd international nations, but additionally to the "economies in transition" of japanese Europe and the main disadvantaged parts of the industrialized international locations.
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Additional resources for A Future for the Excluded - Job creation and Income generation by the Poor. Clodomir Santos de Morais and the Organization Workshop
The Theory 3 In de Morais’ theoretical conceptualization, ‘artisans’ (or small producers) are those producers who are engaged in the entire, seamless production effort from beginning to end. Salaried ‘workers’, on the other hand, typically ‘earn their crust’ by means of some form of work that, unlike the artisan mode, involves a social division of labour; the same is true for ‘semi-workers’, although they get part of their income from working as artisans, too. The ‘lumpen’ or social outcast neither works nor seeks to work, regardless of the social stratum he or she originally hails from.
2 It was in those early days that he underwent an experience that put an indelible stamp on the subsequent development of his method. This consisted of a seminar on political economy in which he took part with political activists in a small residential house in Recife. The cramped conditions of the house, combined with the need for secrecy so as not to arouse the suspicions of the police – which would have cost them dearly in the political climate of those days – imposed on the group a strict organizational discipline in terms of the division and synchronization of all the tasks needed for such an event, run in such a small space with so many participants, to run smoothly.
In the absence of a true recognition of the implications of the onset of a new age, the theory and method of organization may appear, to some, as a mere throwback to the industrial era that idealized ‘the worker’ who, in actual fact, is now already disappearing from many areas of production. This is one of the factors that may help to explain why the method has been judged to be less useful in post-industrial societies – or in Eastern Europe, for that matter – even though the principles on which the method is built are ﬂexible and adaptable enough to allow for organizational capacitation learning whatever the nature of the transition processes may be.