The Secret Language of Leadership Steve Denning

The Secret Language of Leadership Steve Denning Selected in 2000 as one of the worlds ten most admired knowledge leader, Steve Denning is an award winner for the books  «The secret language of leadership » and  «the leaders guide to storytelling ». He studied law and psychology in Sydney University and then went to Oxford in the UK for a law postgraduate degree. He worked in organization in the US, Europe, Asia and Australia and was until 2000 the program director Knowledge Management at the World Bank. In the book the Secret Language of Leadership, the steps that have to be achieved to become a successful leader are to get the attention, to stimulate desire, to reinforce the reason and to continue the conversation. To reach those, a leader has to use six enablers that will be describing in our analysis of the language of Leadership: key enablers. Articulating a clear, inspiring goal Stephen Denning starts his explanation of the key enablers of the language of Leadership by a quote o George Bernard Shaw: This is the true joy in life, the being used for a purpose recognized by yourself as a mighty one; the being thoroughly worn out before you are thrown on the scrap heap; the being a force of Nature instead of a feverish selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy.† This quote shows us the importance we give on the recognition of the actions we can do or the goal we can reach. We will now analyze how important it is to articulate a clear, inspiring goal. Stephen Denning illustrate the chapter, Articulating a clear, inspiring goal, of his book; with the example of the company Apple. Steve Jobs the creator of Apple had created chaos in his company because even if he is a brilliant person he was not an inexperience chairman.   A new CEO took his place in 1983, John Sculley, who was a star manager of other big companies as Pepsi. Even if Sculley did a good job on stabilizing the corporation and rationnalized the products, the Apple staff was no supporting him. Sculley wanted to implement a shift in Apple life by producing low cost computers like Dell, but the staff was not interested in becoming just another computer company. They wanted to follow Steve Jobs goal of creating cool, innovative electronic products, a purpose that for themselves was worthwhile in itself. John Sculley was forced out in 1993, his instrumental goals were not embraced and he was not successful on inspiring Apple staff to pursue new goals energetically and enthusiastically. What the staff wanted was to pursue Apple original purpose, which was more seductive for them as they came into this company for those values. Michael Spindler, Sculleys successors met the same fate. Steve Jobs came back as the CEO of Apple, and he didnt try to change the company purpose, which he settled many years before. We now know the success of Apple, Steve Jobs became a great CEO and he spread the world with his initiate focus, which was designing cool, innovative electronic products. Apple is a success story and Steve Jobs is often associate to this success, even when he has medical trouble it has an important impact on Apple stock exchange. Steve Jobs is so link to Apple that every launching of his product and every keynote he does make a huge buzz. In my opinion and especially in the market of new technologies when a company his created with a new concept, a brand new idea, a new way to work and projection in the future; the people who mean to work for those values are so convince that it is what you have to reach that they wont consider any other proposition.   Sculley and Spindler did not take into consideration what was Apple staff considerations and first goals; it is why we ask them to quit the company. It is complicated to change the main purpose of a business and the common goals and ideas of a whole staff when there are extremely committed to it. Before making changes in a company you have to define a clear vision and history of what people working in are sensitive and committed to. 1. Articulating a Worthwhile purpose In this part, Stephen Denning set up the problematic of the importance of enduring enthusiasm. He is wondering why Steve Jobs could generate enduring enthusiasm while John Sculley couldnt. Stephen Denning take the example of two kids playing piano, one child loves it, its a joy for her to play, it fills her life with meaning and she wins prizes. Her joy of playing is even more important that the prizes or recognition she could get. An other child is forced by her parents to play, she has a natural aptitude for music but do not enjoy it so much. Those two girls have a different view on this activity, the first one feels energized and enthusiastic and the second one is bored. Stephen Denning link this example with the practice of sharing knowledge in the organization, which is called knowledge management. Some people within the organization commit their working lives to making the best knowledge available to those who need it. They are honest and open to others. The source of their own personal growth is from the knowledge they spread within the organization, the benefits for them is the inherent value of sharing knowledge itself. Some people are practicing knowledge management on their own, it is to bring more money into the company, but for those who want to share their knowledge, they will find reward in the essential fact that the knowledge will be share. Stephen Denning says: A principal difference between these two different ways of viewing an activity is that when the activity generates sustained enthusiasm, the activity is being pursued for its own sake, not merely to achieve some instrumental or external good such as money, status, prestige, power, or winning. The perceived inherent worth of the activity being undertaken is foundational.† For Stephen Denning the enthusiasm toward an activity is important, because if you are enthusiastic for an activity, you will be for the own sake of this activity and not for some other instrumental goals. I totally agree with this vision, as I consider than even if you can be successful for an activity you dont really like, you wont have the same interest and implication to that activity that if youre really enthusiastic about it. When you are a leader your are face to certain situation that if you are not enthusiastic about what you are doing it will be difficult for you to find solutions or it will take you more time to do it, or you will not act you should do. The enthusiasm you could have for an activity can have influence on the people you are working with. The have feelings and can perceive if you are running for instrumental goals or if you find happiness on the own sake of an activity. It is an element to recognize basic leaders to outstanding ones. In some situation, Stephen Denning   take the example of prisoners in a concentration camps, people can find psychic energy to create meaning for their lives.   The people who are able to find inherent value in whatever they are doing are sometimes called â€Å"autotelic personalities†: they have the capacity to be intrinsically motivated by almost any activity. It is a great advantage of being able to find value in what you are doing and to be motivated in whatever you do, but I am sceptical on the degree of enthusiasm of those people. I agree in the fact that you can motivate yourself for some activities that you are not really into it, but I think their might be a difference in the level of implication and enthusiasm for activities that really fit to you and you personality and vision that the one which are not. Stephen Denning define the characteristics of activities that can generate sustained enthusiasm: The participants in the activity can see themselves making progress toward something that is good for its own sake, additional effort is a joy and not a burden. The participants experience their own personal growth and development as part of the activity. A balance between ability level and challenge—the activity is neither too easy nor too difficult—is also conducive to enthusiasm. The participants see themselves as contributing to, raising the sights of, and enhancing the efforts of other people pursuing the same activity. Ideally, the activity should bring some positive instrumental benefits: income, status, prestige. But even without that, it should at least be without negative instrumental effects. If those four elements are in place, there are chances that enthusiasm can be sustained. We can also notice that the primacy of goals pursued for their own sake in transformational leadership does not mean that instrumental benefits are unimportant. In practice, instrumental benefits reinforce the pursuit of goals for their own sake. Instrumental goals are complementary to enthusiasm and the pursued of goals by their own sake. But you have to remember that even if instrumental benefits are important, if you placed them first, enthusiasm is likely to die. You always have to consider the inherent value of the activity. For Stephen Denning: â€Å"One central aspect of the language of transformational leadership is therefore to articulate goals and activities in terms that can be viewed by participants as worthwhile in themselves, not merely pursued because they lead to instrumental benefits.† This is a fundamental quote that resume the importance of articulating a clear, inspiring goal. Those facts are true for leaders, but it is also true for corporations, they are most inspiring when they pursue large goals that are worthwhile in themselves. In this book, we find the example of Toyota, their goal is to: â€Å"to enrich society through the building of cars and trucks.† Also the example of Johnson Johnson who defines the companys responsibilities as first, to the consumers and medical professionals using its products, second, to employees and managers, third to the communities where its people work and live, and fourth and last, to its stockholders. Or Costco, their goal is to provide its members quality goods at low markups. Transformational leaders present their goals as larger than any particular task or organization or time-bound objective.   Stephen Denning take the example in politics: â€Å"Thus Abraham Lincoln can be assassinated, but his vision of a nation pursuing a new birth of freedom lives on. John F. Kennedy can be shot, but his vision of changing race relations in the United States is implemented by his successor. Martin Luther King Jr. can be murdered, but a whole nation continues the work that he started.† It is true that Goals that are articulated as worthwhile in themselves enhance the possibility of sustained enthusiasm, and hence the possibility of transformational leadership. But, articulating the goal as worthwhile in itself doesnt mean that listeners will necessarily see it in this way. Enthusiasm and finding reward in the activity your are pursuing is important, you find more energy and capabilities of reaching your goals and you know that when an activity is pursued for its own sake, the activity never ends. You are so convinced of the meaning and the importance of the activity that you want to reach a level of excellence, the activity will have no limits. It is what give us excitement when we are doing something we are convinced to do. In my opinion to be a good leader you should look for those feelings and excitement in an activity that will fulfill you needs. Or if you want to become a good leader it is the way you have to perceive an activity, you have to tend to those attempt. We are now going to see the importance of setting priorities among goals. 2. Setting Priorities Among Goals Leader fails a lot because they dont have a clear and inspiring goal or have too many of them. Leadership is such a demanding activity that any one individual can probably pursue no more than a couple of significant change ideas at any one time. It is essential to set priorities. Selecting a goal, or at most several goals, and then persevering is a requirement for success as a transformational leader. Stephen Denning take the example of Ronal Reagan, who was a single mindedness leader and politician.   He success was mainly based on a relatively small number of goals : defeating the Soviet Union and reducing taxes and the size of government. What I learn for the chapter tow of the part two of   The secret language of Leadership, is the importance of commitment and enthusiasm toward an activity in order to embrace inspiring goals that will be define clearly and focus on some   domains, in order to make the activity a success. The leaders own story Committing to the goal Stephen Denning starts this third chapter by pointing out the fact that Abraham Lincoln did not begin his presidency as a transformational leader. By definition, transformational leadership is a process that changes and transforms individuals. It is often associated with ethics and involves long-term goals. Transformational leadership focuses on the process by which the leader engages with followers, and together create a connection that raises each of them to higher levels of motivation and morality. A transformational leader must be attentive to follower needs and motivation, and tries to help followers reach their full potential. It requires long term strategic planning, clear objectives, a clear vision, the efficiency of systems and processes According to B.M. Bass, one of the leading theorists on transformational leadership, the leader transforms and motivates followers by: making them more aware of the importance of task outcomes, inducing them to transcend their own self-interest for the sake of the organization or team, and activating their higher order needs. Transformational leadership is concerned both with the performance of followers as well as developing them to their full potential. What make Stephen Denning says that Abraham Lincoln did not begin his presidency as a transformational leader is that he was explicit in declaring that he had no intent to abolish slavery to his earlier speeches. Its explicit goal was to preserve the Union at that time, which mad sense as there was no consensus for abolishing slavery. But soon, in 1862, nearly 2 years after the beginning of his presidency, he came to the view that the Union could not be preserved without abolishing slavery. Stephen Denning says: â€Å"Privately, he continued to argue that his goal remained the pragmatic one of preserving the Union. But publicly, Lincoln became a leader in a moral cause.† In December 1862 Abraham Lincoln made a speech to the Congress: We say we are for the Union. The world will not forget that we say this. We know how to save the Union. The world knows we do know how to save it. We—even we here—hold the power, and bear the responsibility. In giving freedom to the slave, we assure freedom to the free—honorable alike in what we give, and what we preserve. We shall nobly save, or meanly lose, the last best hope of earth. Other means may succeed; this could not fail. The way is plain, peaceful, generous, just—a way which, if followed, the world will forever applaud, and God must forever bless.† This speech symbolize the moment when Lincoln became a transformational leader, he justified his action on instrumental and legal grounds. This new vision, based on moral grounds, Lincoln showed that it was something worthwhile in itself. With this changes Lincoln is proclaiming a new Union who want to restrain slavery, who will fulfill the promise of liberty. We can say that Lincoln is a transformational leader after this participation in the Congress in December 1862 because he stimulates people to want to do something different, inspiring them to higher levels of aspiration. Abraham Lincoln gives a new vision of what the United States should sand for: â€Å"government of the people, by the people, for the people† Stephen Denning came to the point of studying politicians as leaders. 1. Politicians as Leaders We often think of our politicians as leaders. But they are more oriented on the acquisition and retention of political office rather than being worried about people moral values and inspiring them to change. But if they do care, they usually survive in the world of politics. A successful politicians is one who is willing to fight, to attack the establish order, who is flexible. And who is able to preserve a public image of being honest, compassionate, moral and devout. Stephen Denning notice that: â€Å" Retaining power is principally about listening to the electorate. â€Å"If you want to get elected, learn to speak,† said Tom Daschle, former Democratic leader in the U.S. Senate. â€Å"If you want to stay elected, learn to listen.† It is difficult to understand the commitment to change of politicians and also ambiguous, because you are not 100% sure of what drive them to the commitment of their goals. Stephen Denning says that we should not be surprised of the lack of leadership in politics because nothing in the terminology of politics suggests that the people are electing â€Å"leaders†. Also that politicians have qualities like containing conflicts, guiding forces of change by giving direction, value and purpose but that it is not necessarily the qualities of a transformational leader. I agree with the fact that politicians have qualities and that it is not the sign of a transformational leader. But when you choose to elect a politician, you would like him to manage your country and maybe to make yourself more aware of the importance of task outcomes, for your own self-interest, you might want his politician to be concern of developing the population to its full potential. But it is that in reality that does not happen that much, or will we know it and we would live in a perfect world or close to the excellence ! 2. CEOs as Leaders Stephen Denning takes the example of Alan Klapmeier in Cirrus Design, a manufacturer of private aircraft. Alan wanted to introduce a new innovation that would change the industry, but its board of directors stopped him because they just completes a market research highlighting that this product elicited the least interest. Later Klapmeier convinced his board of directors, the innovation was introduced and it became a success. The decisive issue for the board of directors was not if the innovation was worthwhile but it was the institutional preoccupation. Stephen Denning says: â€Å" If a firm can focus its efforts on activities valuable in themselves where it has, or can develop, an edge over its competitors, social responsibility can become not a drag on the firms profitability but rather a strategic business opportunity. Companies can do well while doing good.† He also highlight the fact that is easier to pursue an inherently worthwhile purpose in a privately held corporation rather than in a publicly held corporation as their business tend to be faire-weather corporate citizens, they are under continuing pressure to grow and do whatever is profitable. Furthermore, pursuing goals that are both worthwhile and profitable doesnt remove the inherent tensions between the pursuit of worthwhile activities and the goal of enhancing the bottom line. We can see that it is not easy for a CEO to be a leader, it depends of the environment, the context; it is why a leader as to be flexible and can adapt easily to the environment. We can also say that in publicly own companies they have the same tools as private own companies so they can try harder to pursue an inherently worthwhile purpose by develop a challenging and attractive vision, together with the employees and translate it to actions, express confidence, decisiveness and optimism about the vision and its implementation, realize the vision through small planned steps for its full implementation. But we also have to balances with the fact that objectives are not the same in private and publicly own companies. Speaking to the CEO (NB: people of power will be called CEO) Leadership is here approached through change. The main question rose by the author is â€Å"How to communicate disruptive new ideas to people with great power†. This implies the question of the HOW of course, which is one of the Management science and research main concerns but there is also here a dimension not that often developed, its the communication with people having power. We often hear how to be a leader and get your team and â€Å"N-1† to do things but it is not that often that the target of power people (CEO) is approached. The key idea expressed here is â€Å"understanding†. The author emphasis on the human part of every individual and on the importance of the context. He thinks the person as an individual but part of a global scheme. To lead correctly you have to explore deeper and learn about personal individual. What are their preferences, hopes, manners, fears The idea here is to understand how people work inside, what trigger them. Because if you can understand the deeper needs of an individual you cant then easily figure out the proper way to communicate with him. You have then greater chances for him to listen to you and then to believe you. 1. Garry Williams and Robert Miller theory The author then develops a theory by Gary Williams and Robert Miller. They have agreed on 3 main leaders categories (80%): the charismatic, the skeptics and the followers, and they. then talk about thinkers and controllers (20%) Leaders needs: For charismatic: the boldness of idea should be featured For skeptical: need to hear the message from a person he trusts For risk averse follower: need to be reassured other people do it do Controller and thinkers: need details Trust Issue: The question of trust is developed. They distinguish here in the game of trust two different parties: the people in the inner circle of trust of the leader and the others. Inner Circle Not yet †trusted† Has the CEOs attention Sponsors the interaction Can be perceived as an opponent Can be perceived as irrelevant If so wont be listened to When aware of that, the challenges are easier to identify. The problem is here to focus on the CEOs interests and to make him believe in the idea you want to present to him by making it a part of himself. Committing to change The author uses here a powerful expression â€Å"Commitment mind, body and soul†. He explains here that to him the only way for a leader to succeed is to commit fully to an objective. The leader is here expected to â€Å"see intensively even obsessively, to feel it†. Being committed 100% is crucial for the leaders effectiveness, but the real problem is not to get him to convince the other but to get him passionate about the goal and get it to become a part of him. Because if strongly and intimately convinced he will be able to take the goal/company or team to a higher level. The leaders feelings stressed out? Feelings are often considered in Leadership theories, how to connect with people to make them do what is needed for the common goal (often the company)? But what I think is extremely interesting here is the consideration made to the leaders feelings. The question is not how to deal with the teams feelings but to analyze what thrive the leaders and how they handle their emotions. The Author here develops a little paragraph on how stressful it can be for a leader to become a leader. The two mains reasons to this stress would be : Steve Denning then points out the famous and classical world Leaders such as Gandhi, Martin Luther King Jr. and Kennedy who so intimately convinced had to pay the price of their life for their causes. To conclude this discussion I found important to highlight the phrase p79 telling that â€Å"its an opportunity to lift their game to a new level† because to me it sums up very well the basic structure of leadership that is to say the dimension of a vision. 2. Howell Raines leadership tale Steve Denning choose to introduce this chapter with a story: â€Å"The Howell Rainess leadership tale†. He tells us more about Howell Raines, former executive editor of the New York Times and the kind of leader he is and how he lived and tried to implement is change strategy. To sum up, Raines wanted the times to be the first on the news, with bigger and more original stories covered by what he called â€Å"overwhelming force†. He was familiar with the firm and the staff and had strong backing from his boss. One of the first thing is did was to use his right of fire and hire to create the dream team he had in mind. He did implemented change and got the Times to win a Pulitzer but after 19 months he was dismissed because of one of his reporter accused of plagiarism. The underlying reason was a bit different though, he was told to have â€Å"lost the newsroom†. What happened here is that despite his vision and that he strongly believed in what he intended to implement, he had failed to win â€Å"the hearts and minds â€Å"of his staff. He did not listened to his people enough and was perceived as very intimidating and aggressive. He did not succeed in taking other with him in his change strategy mainly because he underestimated his change strategy and its interaction with the staff. New audience: The author here develops the concept of audience evolution. Communication and management as we know it now is pretty recent in human history. â€Å"Once upon a time† people were not considering work like they are now. They had no specific expectations except earning money and would not even think work as a way of making them feel better, important and individually considered. There are 3 notions I will highlight that I think are crucial to understand this change of audience expectations: Quest for happiness: Nowadays we are in what I call the endless happiness quest, everyone wants and have to be happy by any means, and it of course includes work. People have more skills, are more educated and therefore expect more. They want something in return. New relation to authority figures: Another important thing that changes a lot the way the audience is acting is that we nowadays have a new relation towards authority, in private spheres (Family with your parents) and public spheres (at work with your boss). This is very important to keep in mind to understand why the audience acts in a certain way and what it expects. Expansion of diversity: We are dealing with more and more differences between people: â€Å"gender, ethnicity, nationality, religion, life style, age group and geographical location† Understand that new audience: The problem is that dealing with different people means that you wont reach them with the same tools. What is the common point to every single individual? We are humans. And what is common to every human being? Emotions. Whatever we do, wherever we come from we are driven by emotions, whether we try to hide them or we work with them we are all emotional. This is what the leader has to use: Emotions. He has to keep in mind that we are all different, have different goals, ambitions, perspectives and needs but a way to get us to understand the other and get involve in change or in a project is to use our emotions, the one that thrives us to go to â€Å"another level†. The author emphasis a 2 dimensions individual with a surface and a deeper world. To make something of someone you have to go to the deeper world, and for this you have first to get to know the individual personal story. They question. They explore. They intuit. They wander. They mingle. They live in it. They listen. They watch.† Its a matter of imaginatively reaching out and getting inside the subjective world of the people who need to change and getting a sense of what it is like living in that world, so that the leaders feel its logic and power and order and compelling harmony† Finding and encouraging New leaders Steve Denning develops an idea that I find particularly interesting it is that leaders cant work alone. No matter how charismatic and how committed he is to his vision an idea he will need the others to make change happen. He speaks about middle hierarchy and calls them â€Å"evangelizers†. He then makes a parallel with Raines story and how he failed involving his staff in his change strategy. He ends that chapter with the concept of Narrative intelligence required for understanding the story of the change idea and the audiences story†. 3.Steve Denning vision of leadership Why Do People Change Their Minds? Stephen Denning explains us that there are 3 ways for people to change their mind: by actual experience, by observed experience, and by symbolic learning. Actual Experience: The way we are living and experiencing things around us can change the way we think about them, mostly because of the feelings we have when experiencing those things. When you feel a strong emotion doing something, you trend to pay attention to it and to remember it more easily and longer than when you dont feel anything. Observed Experience: Actual experience is not the only way to learn from experiences, observing events can have the same emotional effect as real-life experiencing. In the public arena, 9/11 changed the way many people viewed terrorism. Symbolic Learning: Most of the time the learning of an idea communicated symbolically is not as powerful as an experience but it can have similar physiological reactions. In the author case, the combination of direct experience, observed experience, and symbolic learning led to his spending a large part of his life devoted to international development. 1. Changing minds through direct or observed learning: The more immediately people are involved in an actual or observed experience, the more meaningful the learning will be, and the more impact they will have. Direct or observed learning in a business environment can be: acting, conversations, visits, role-playing, simulations, prototyping, training, Advantages of experiential learning (direct or observed): Emotions are involved Participants make up their own opinion (durability of the change) Experiential learning is more effective than passive learning Limits of experiential learning: Leaders dont always have the power to change peoples actual experiences Most of the leaders falls on the use of language as a way to change peoples mind 2. Persuading people to change through language Methods of persuading people change their minds Abstract Narrative Direct and explicit Appeal to reason through detailed evidence and arguments Narratives in which the object is to have the listener live the story as fully and movingly as possible Indirect and implicit Appeals to intuition, through cues, signs, heuristics and manipul The Secret Language of Leadership Steve Denning The Secret Language of Leadership Steve Denning Selected in 2000 as one of the worlds ten most admired knowledge leader, Steve Denning is an award winner for the books  «The secret language of leadership » and  «the leaders guide to storytelling ». He studied law and psychology in Sydney University and then went to Oxford in the UK for a law postgraduate degree. He worked in organization in the US, Europe, Asia and Australia and was until 2000 the program director Knowledge Management at the World Bank. In the book the Secret Language of Leadership, the steps that have to be achieved to become a successful leader are to get the attention, to stimulate desire, to reinforce the reason and to continue the conversation. To reach those, a leader has to use six enablers that will be describing in our analysis of the language of Leadership: key enablers. Articulating a clear, inspiring goal Stephen Denning starts his explanation of the key enablers of the language of Leadership by a quote o George Bernard Shaw: This is the true joy in life, the being used for a purpose recognized by yourself as a mighty one; the being thoroughly worn out before you are thrown on the scrap heap; the being a force of Nature instead of a feverish selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy.† This quote shows us the importance we give on the recognition of the actions we can do or the goal we can reach. We will now analyze how important it is to articulate a clear, inspiring goal. Stephen Denning illustrate the chapter, Articulating a clear, inspiring goal, of his book; with the example of the company Apple. Steve Jobs the creator of Apple had created chaos in his company because even if he is a brilliant person he was not an inexperience chairman.   A new CEO took his place in 1983, John Sculley, who was a star manager of other big companies as Pepsi. Even if Sculley did a good job on stabilizing the corporation and rationnalized the products, the Apple staff was no supporting him. Sculley wanted to implement a shift in Apple life by producing low cost computers like Dell, but the staff was not interested in becoming just another computer company. They wanted to follow Steve Jobs goal of creating cool, innovative electronic products, a purpose that for themselves was worthwhile in itself. John Sculley was forced out in 1993, his instrumental goals were not embraced and he was not successful on inspiring Apple staff to pursue new goals energetically and enthusiastically. What the staff wanted was to pursue Apple original purpose, which was more seductive for them as they came into this company for those values. Michael Spindler, Sculleys successors met the same fate. Steve Jobs came back as the CEO of Apple, and he didnt try to change the company purpose, which he settled many years before. We now know the success of Apple, Steve Jobs became a great CEO and he spread the world with his initiate focus, which was designing cool, innovative electronic products. Apple is a success story and Steve Jobs is often associate to this success, even when he has medical trouble it has an important impact on Apple stock exchange. Steve Jobs is so link to Apple that every launching of his product and every keynote he does make a huge buzz. In my opinion and especially in the market of new technologies when a company his created with a new concept, a brand new idea, a new way to work and projection in the future; the people who mean to work for those values are so convince that it is what you have to reach that they wont consider any other proposition.   Sculley and Spindler did not take into consideration what was Apple staff considerations and first goals; it is why we ask them to quit the company. It is complicated to change the main purpose of a business and the common goals and ideas of a whole staff when there are extremely committed to it. Before making changes in a company you have to define a clear vision and history of what people working in are sensitive and committed to. 1. Articulating a Worthwhile purpose In this part, Stephen Denning set up the problematic of the importance of enduring enthusiasm. He is wondering why Steve Jobs could generate enduring enthusiasm while John Sculley couldnt. Stephen Denning take the example of two kids playing piano, one child loves it, its a joy for her to play, it fills her life with meaning and she wins prizes. Her joy of playing is even more important that the prizes or recognition she could get. An other child is forced by her parents to play, she has a natural aptitude for music but do not enjoy it so much. Those two girls have a different view on this activity, the first one feels energized and enthusiastic and the second one is bored. Stephen Denning link this example with the practice of sharing knowledge in the organization, which is called knowledge management. Some people within the organization commit their working lives to making the best knowledge available to those who need it. They are honest and open to others. The source of their own personal growth is from the knowledge they spread within the organization, the benefits for them is the inherent value of sharing knowledge itself. Some people are practicing knowledge management on their own, it is to bring more money into the company, but for those who want to share their knowledge, they will find reward in the essential fact that the knowledge will be share. Stephen Denning says: A principal difference between these two different ways of viewing an activity is that when the activity generates sustained enthusiasm, the activity is being pursued for its own sake, not merely to achieve some instrumental or external good such as money, status, prestige, power, or winning. The perceived inherent worth of the activity being undertaken is foundational.† For Stephen Denning the enthusiasm toward an activity is important, because if you are enthusiastic for an activity, you will be for the own sake of this activity and not for some other instrumental goals. I totally agree with this vision, as I consider than even if you can be successful for an activity you dont really like, you wont have the same interest and implication to that activity that if youre really enthusiastic about it. When you are a leader your are face to certain situation that if you are not enthusiastic about what you are doing it will be difficult for you to find solutions or it will take you more time to do it, or you will not act you should do. The enthusiasm you could have for an activity can have influence on the people you are working with. The have feelings and can perceive if you are running for instrumental goals or if you find happiness on the own sake of an activity. It is an element to recognize basic leaders to outstanding ones. In some situation, Stephen Denning   take the example of prisoners in a concentration camps, people can find psychic energy to create meaning for their lives.   The people who are able to find inherent value in whatever they are doing are sometimes called â€Å"autotelic personalities†: they have the capacity to be intrinsically motivated by almost any activity. It is a great advantage of being able to find value in what you are doing and to be motivated in whatever you do, but I am sceptical on the degree of enthusiasm of those people. I agree in the fact that you can motivate yourself for some activities that you are not really into it, but I think their might be a difference in the level of implication and enthusiasm for activities that really fit to you and you personality and vision that the one which are not. Stephen Denning define the characteristics of activities that can generate sustained enthusiasm: The participants in the activity can see themselves making progress toward something that is good for its own sake, additional effort is a joy and not a burden. The participants experience their own personal growth and development as part of the activity. A balance between ability level and challenge—the activity is neither too easy nor too difficult—is also conducive to enthusiasm. The participants see themselves as contributing to, raising the sights of, and enhancing the efforts of other people pursuing the same activity. Ideally, the activity should bring some positive instrumental benefits: income, status, prestige. But even without that, it should at least be without negative instrumental effects. If those four elements are in place, there are chances that enthusiasm can be sustained. We can also notice that the primacy of goals pursued for their own sake in transformational leadership does not mean that instrumental benefits are unimportant. In practice, instrumental benefits reinforce the pursuit of goals for their own sake. Instrumental goals are complementary to enthusiasm and the pursued of goals by their own sake. But you have to remember that even if instrumental benefits are important, if you placed them first, enthusiasm is likely to die. You always have to consider the inherent value of the activity. For Stephen Denning: â€Å"One central aspect of the language of transformational leadership is therefore to articulate goals and activities in terms that can be viewed by participants as worthwhile in themselves, not merely pursued because they lead to instrumental benefits.† This is a fundamental quote that resume the importance of articulating a clear, inspiring goal. Those facts are true for leaders, but it is also true for corporations, they are most inspiring when they pursue large goals that are worthwhile in themselves. In this book, we find the example of Toyota, their goal is to: â€Å"to enrich society through the building of cars and trucks.† Also the example of Johnson Johnson who defines the companys responsibilities as first, to the consumers and medical professionals using its products, second, to employees and managers, third to the communities where its people work and live, and fourth and last, to its stockholders. Or Costco, their goal is to provide its members quality goods at low markups. Transformational leaders present their goals as larger than any particular task or organization or time-bound objective.   Stephen Denning take the example in politics: â€Å"Thus Abraham Lincoln can be assassinated, but his vision of a nation pursuing a new birth of freedom lives on. John F. Kennedy can be shot, but his vision of changing race relations in the United States is implemented by his successor. Martin Luther King Jr. can be murdered, but a whole nation continues the work that he started.† It is true that Goals that are articulated as worthwhile in themselves enhance the possibility of sustained enthusiasm, and hence the possibility of transformational leadership. But, articulating the goal as worthwhile in itself doesnt mean that listeners will necessarily see it in this way. Enthusiasm and finding reward in the activity your are pursuing is important, you find more energy and capabilities of reaching your goals and you know that when an activity is pursued for its own sake, the activity never ends. You are so convinced of the meaning and the importance of the activity that you want to reach a level of excellence, the activity will have no limits. It is what give us excitement when we are doing something we are convinced to do. In my opinion to be a good leader you should look for those feelings and excitement in an activity that will fulfill you needs. Or if you want to become a good leader it is the way you have to perceive an activity, you have to tend to those attempt. We are now going to see the importance of setting priorities among goals. 2. Setting Priorities Among Goals Leader fails a lot because they dont have a clear and inspiring goal or have too many of them. Leadership is such a demanding activity that any one individual can probably pursue no more than a couple of significant change ideas at any one time. It is essential to set priorities. Selecting a goal, or at most several goals, and then persevering is a requirement for success as a transformational leader. Stephen Denning take the example of Ronal Reagan, who was a single mindedness leader and politician.   He success was mainly based on a relatively small number of goals : defeating the Soviet Union and reducing taxes and the size of government. What I learn for the chapter tow of the part two of   The secret language of Leadership, is the importance of commitment and enthusiasm toward an activity in order to embrace inspiring goals that will be define clearly and focus on some   domains, in order to make the activity a success. The leaders own story Committing to the goal Stephen Denning starts this third chapter by pointing out the fact that Abraham Lincoln did not begin his presidency as a transformational leader. By definition, transformational leadership is a process that changes and transforms individuals. It is often associated with ethics and involves long-term goals. Transformational leadership focuses on the process by which the leader engages with followers, and together create a connection that raises each of them to higher levels of motivation and morality. A transformational leader must be attentive to follower needs and motivation, and tries to help followers reach their full potential. It requires long term strategic planning, clear objectives, a clear vision, the efficiency of systems and processes According to B.M. Bass, one of the leading theorists on transformational leadership, the leader transforms and motivates followers by: making them more aware of the importance of task outcomes, inducing them to transcend their own self-interest for the sake of the organization or team, and activating their higher order needs. Transformational leadership is concerned both with the performance of followers as well as developing them to their full potential. What make Stephen Denning says that Abraham Lincoln did not begin his presidency as a transformational leader is that he was explicit in declaring that he had no intent to abolish slavery to his earlier speeches. Its explicit goal was to preserve the Union at that time, which mad sense as there was no consensus for abolishing slavery. But soon, in 1862, nearly 2 years after the beginning of his presidency, he came to the view that the Union could not be preserved without abolishing slavery. Stephen Denning says: â€Å"Privately, he continued to argue that his goal remained the pragmatic one of preserving the Union. But publicly, Lincoln became a leader in a moral cause.† In December 1862 Abraham Lincoln made a speech to the Congress: We say we are for the Union. The world will not forget that we say this. We know how to save the Union. The world knows we do know how to save it. We—even we here—hold the power, and bear the responsibility. In giving freedom to the slave, we assure freedom to the free—honorable alike in what we give, and what we preserve. We shall nobly save, or meanly lose, the last best hope of earth. Other means may succeed; this could not fail. The way is plain, peaceful, generous, just—a way which, if followed, the world will forever applaud, and God must forever bless.† This speech symbolize the moment when Lincoln became a transformational leader, he justified his action on instrumental and legal grounds. This new vision, based on moral grounds, Lincoln showed that it was something worthwhile in itself. With this changes Lincoln is proclaiming a new Union who want to restrain slavery, who will fulfill the promise of liberty. We can say that Lincoln is a transformational leader after this participation in the Congress in December 1862 because he stimulates people to want to do something different, inspiring them to higher levels of aspiration. Abraham Lincoln gives a new vision of what the United States should sand for: â€Å"government of the people, by the people, for the people† Stephen Denning came to the point of studying politicians as leaders. 1. Politicians as Leaders We often think of our politicians as leaders. But they are more oriented on the acquisition and retention of political office rather than being worried about people moral values and inspiring them to change. But if they do care, they usually survive in the world of politics. A successful politicians is one who is willing to fight, to attack the establish order, who is flexible. And who is able to preserve a public image of being honest, compassionate, moral and devout. Stephen Denning notice that: â€Å" Retaining power is principally about listening to the electorate. â€Å"If you want to get elected, learn to speak,† said Tom Daschle, former Democratic leader in the U.S. Senate. â€Å"If you want to stay elected, learn to listen.† It is difficult to understand the commitment to change of politicians and also ambiguous, because you are not 100% sure of what drive them to the commitment of their goals. Stephen Denning says that we should not be surprised of the lack of leadership in politics because nothing in the terminology of politics suggests that the people are electing â€Å"leaders†. Also that politicians have qualities like containing conflicts, guiding forces of change by giving direction, value and purpose but that it is not necessarily the qualities of a transformational leader. I agree with the fact that politicians have qualities and that it is not the sign of a transformational leader. But when you choose to elect a politician, you would like him to manage your country and maybe to make yourself more aware of the importance of task outcomes, for your own self-interest, you might want his politician to be concern of developing the population to its full potential. But it is that in reality that does not happen that much, or will we know it and we would live in a perfect world or close to the excellence ! 2. CEOs as Leaders Stephen Denning takes the example of Alan Klapmeier in Cirrus Design, a manufacturer of private aircraft. Alan wanted to introduce a new innovation that would change the industry, but its board of directors stopped him because they just completes a market research highlighting that this product elicited the least interest. Later Klapmeier convinced his board of directors, the innovation was introduced and it became a success. The decisive issue for the board of directors was not if the innovation was worthwhile but it was the institutional preoccupation. Stephen Denning says: â€Å" If a firm can focus its efforts on activities valuable in themselves where it has, or can develop, an edge over its competitors, social responsibility can become not a drag on the firms profitability but rather a strategic business opportunity. Companies can do well while doing good.† He also highlight the fact that is easier to pursue an inherently worthwhile purpose in a privately held corporation rather than in a publicly held corporation as their business tend to be faire-weather corporate citizens, they are under continuing pressure to grow and do whatever is profitable. Furthermore, pursuing goals that are both worthwhile and profitable doesnt remove the inherent tensions between the pursuit of worthwhile activities and the goal of enhancing the bottom line. We can see that it is not easy for a CEO to be a leader, it depends of the environment, the context; it is why a leader as to be flexible and can adapt easily to the environment. We can also say that in publicly own companies they have the same tools as private own companies so they can try harder to pursue an inherently worthwhile purpose by develop a challenging and attractive vision, together with the employees and translate it to actions, express confidence, decisiveness and optimism about the vision and its implementation, realize the vision through small planned steps for its full implementation. But we also have to balances with the fact that objectives are not the same in private and publicly own companies. Speaking to the CEO (NB: people of power will be called CEO) Leadership is here approached through change. The main question rose by the author is â€Å"How to communicate disruptive new ideas to people with great power†. This implies the question of the HOW of course, which is one of the Management science and research main concerns but there is also here a dimension not that often developed, its the communication with people having power. We often hear how to be a leader and get your team and â€Å"N-1† to do things but it is not that often that the target of power people (CEO) is approached. The key idea expressed here is â€Å"understanding†. The author emphasis on the human part of every individual and on the importance of the context. He thinks the person as an individual but part of a global scheme. To lead correctly you have to explore deeper and learn about personal individual. What are their preferences, hopes, manners, fears The idea here is to understand how people work inside, what trigger them. Because if you can understand the deeper needs of an individual you cant then easily figure out the proper way to communicate with him. You have then greater chances for him to listen to you and then to believe you. 1. Garry Williams and Robert Miller theory The author then develops a theory by Gary Williams and Robert Miller. They have agreed on 3 main leaders categories (80%): the charismatic, the skeptics and the followers, and they. then talk about thinkers and controllers (20%) Leaders needs: For charismatic: the boldness of idea should be featured For skeptical: need to hear the message from a person he trusts For risk averse follower: need to be reassured other people do it do Controller and thinkers: need details Trust Issue: The question of trust is developed. They distinguish here in the game of trust two different parties: the people in the inner circle of trust of the leader and the others. Inner Circle Not yet †trusted† Has the CEOs attention Sponsors the interaction Can be perceived as an opponent Can be perceived as irrelevant If so wont be listened to When aware of that, the challenges are easier to identify. The problem is here to focus on the CEOs interests and to make him believe in the idea you want to present to him by making it a part of himself. Committing to change The author uses here a powerful expression â€Å"Commitment mind, body and soul†. He explains here that to him the only way for a leader to succeed is to commit fully to an objective. The leader is here expected to â€Å"see intensively even obsessively, to feel it†. Being committed 100% is crucial for the leaders effectiveness, but the real problem is not to get him to convince the other but to get him passionate about the goal and get it to become a part of him. Because if strongly and intimately convinced he will be able to take the goal/company or team to a higher level. The leaders feelings stressed out? Feelings are often considered in Leadership theories, how to connect with people to make them do what is needed for the common goal (often the company)? But what I think is extremely interesting here is the consideration made to the leaders feelings. The question is not how to deal with the teams feelings but to analyze what thrive the leaders and how they handle their emotions. The Author here develops a little paragraph on how stressful it can be for a leader to become a leader. The two mains reasons to this stress would be : Steve Denning then points out the famous and classical world Leaders such as Gandhi, Martin Luther King Jr. and Kennedy who so intimately convinced had to pay the price of their life for their causes. To conclude this discussion I found important to highlight the phrase p79 telling that â€Å"its an opportunity to lift their game to a new level† because to me it sums up very well the basic structure of leadership that is to say the dimension of a vision. 2. Howell Raines leadership tale Steve Denning choose to introduce this chapter with a story: â€Å"The Howell Rainess leadership tale†. He tells us more about Howell Raines, former executive editor of the New York Times and the kind of leader he is and how he lived and tried to implement is change strategy. To sum up, Raines wanted the times to be the first on the news, with bigger and more original stories covered by what he called â€Å"overwhelming force†. He was familiar with the firm and the staff and had strong backing from his boss. One of the first thing is did was to use his right of fire and hire to create the dream team he had in mind. He did implemented change and got the Times to win a Pulitzer but after 19 months he was dismissed because of one of his reporter accused of plagiarism. The underlying reason was a bit different though, he was told to have â€Å"lost the newsroom†. What happened here is that despite his vision and that he strongly believed in what he intended to implement, he had failed to win â€Å"the hearts and minds â€Å"of his staff. He did not listened to his people enough and was perceived as very intimidating and aggressive. He did not succeed in taking other with him in his change strategy mainly because he underestimated his change strategy and its interaction with the staff. New audience: The author here develops the concept of audience evolution. Communication and management as we know it now is pretty recent in human history. â€Å"Once upon a time† people were not considering work like they are now. They had no specific expectations except earning money and would not even think work as a way of making them feel better, important and individually considered. There are 3 notions I will highlight that I think are crucial to understand this change of audience expectations: Quest for happiness: Nowadays we are in what I call the endless happiness quest, everyone wants and have to be happy by any means, and it of course includes work. People have more skills, are more educated and therefore expect more. They want something in return. New relation to authority figures: Another important thing that changes a lot the way the audience is acting is that we nowadays have a new relation towards authority, in private spheres (Family with your parents) and public spheres (at work with your boss). This is very important to keep in mind to understand why the audience acts in a certain way and what it expects. Expansion of diversity: We are dealing with more and more differences between people: â€Å"gender, ethnicity, nationality, religion, life style, age group and geographical location† Understand that new audience: The problem is that dealing with different people means that you wont reach them with the same tools. What is the common point to every single individual? We are humans. And what is common to every human being? Emotions. Whatever we do, wherever we come from we are driven by emotions, whether we try to hide them or we work with them we are all emotional. This is what the leader has to use: Emotions. He has to keep in mind that we are all different, have different goals, ambitions, perspectives and needs but a way to get us to understand the other and get involve in change or in a project is to use our emotions, the one that thrives us to go to â€Å"another level†. The author emphasis a 2 dimensions individual with a surface and a deeper world. To make something of someone you have to go to the deeper world, and for this you have first to get to know the individual personal story. They question. They explore. They intuit. They wander. They mingle. They live in it. They listen. They watch.† Its a matter of imaginatively reaching out and getting inside the subjective world of the people who need to change and getting a sense of what it is like living in that world, so that the leaders feel its logic and power and order and compelling harmony† Finding and encouraging New leaders Steve Denning develops an idea that I find particularly interesting it is that leaders cant work alone. No matter how charismatic and how committed he is to his vision an idea he will need the others to make change happen. He speaks about middle hierarchy and calls them â€Å"evangelizers†. He then makes a parallel with Raines story and how he failed involving his staff in his change strategy. He ends that chapter with the concept of Narrative intelligence required for understanding the story of the change idea and the audiences story†. 3.Steve Denning vision of leadership Why Do People Change Their Minds? Stephen Denning explains us that there are 3 ways for people to change their mind: by actual experience, by observed experience, and by symbolic learning. Actual Experience: The way we are living and experiencing things around us can change the way we think about them, mostly because of the feelings we have when experiencing those things. When you feel a strong emotion doing something, you trend to pay attention to it and to remember it more easily and longer than when you dont feel anything. Observed Experience: Actual experience is not the only way to learn from experiences, observing events can have the same emotional effect as real-life experiencing. In the public arena, 9/11 changed the way many people viewed terrorism. Symbolic Learning: Most of the time the learning of an idea communicated symbolically is not as powerful as an experience but it can have similar physiological reactions. In the author case, the combination of direct experience, observed experience, and symbolic learning led to his spending a large part of his life devoted to international development. 1. Changing minds through direct or observed learning: The more immediately people are involved in an actual or observed experience, the more meaningful the learning will be, and the more impact they will have. Direct or observed learning in a business environment can be: acting, conversations, visits, role-playing, simulations, prototyping, training, Advantages of experiential learning (direct or observed): Emotions are involved Participants make up their own opinion (durability of the change) Experiential learning is more effective than passive learning Limits of experiential learning: Leaders dont always have the power to change peoples actual experiences Most of the leaders falls on the use of language as a way to change peoples mind 2. Persuading people to change through language Methods of persuading people change their minds Abstract Narrative Direct and explicit Appeal to reason through detailed evidence and arguments Narratives in which the object is to have the listener live the story as fully and movingly as possible Indirect and implicit Appeals to intuition, through cues, signs, heuristics and manipul

War Powers Resolution Act

Olivia Brasacchio U. S. History Block 4 05/08/12 â€Å"A resolution to avoid an evil is seldom framed till the evil is so far advanced as to make avoidance impossible† Thomas Hardy. The purpose of the War Powers Resolution act of 197 3 was to ensure that both Congress and the President share in making decisions that could potentially get the U. S. involved in hostilities or imitate danger. U. S. Presidents have consistently agreed that the War Powers Resolution Act is an unconstitutional violation of the higher powers of the executive branch.As a result, the Resolution has been the subject of controversy since its enactment in November of 1973, and is a recurring issue due to the ongoing commitment of U. S. armed forces globally. Furthermore, when a U. S. president has failed to secure a congressional declaration of war, this is technically considered an illegal war from a governmental standpoint. When the American people support such war, no matter how just and right they bel ieve it is, they are going against not only their owl principal’s and moral values but their defying the system of government and laws in which the U. S. as been brought up on, better yet their defying the constitution overall. The only way to properly justify this is through the War Powers Resolution itself. Section 4 of the resolution-article (a) subsection (3) states that ‘in the absence of a declaration of war, in any case in which United States Armed Forces are introduced†¦. in numbers which substantially enlarge United States Armed Forces equipped for combat already located in a foreign nation; the president shall submit within 48 hours to the Speaker of the House of Representatives and to the President pro tempore of the Senate a report, in writing, setting forth. A) The circumstances necessitating the introduction of United States Armed Forces; (B) the constitutional and legislative authority under which such introduction took place; and (b) The President s hall provide such other information as the Congress may request in the fulfillment of its constitutional responsibilities with respect to committing the Nation to war and to the use of United States Armed Forces abroad.This only occurs if the president deems action necessary which was the purpose of the Golf of Tonkin resolution as well. However, if the president is the commander and chief of the army-then this essentially restricting his powers further-if he must have congress watching over him and approving his every request-which has said to take a fare amount of time, resulting in a possible loss for the U. S. on an important issue or military commitments to other countries.Moreover, this has played out in recent events from 1993 to 1999, when President Clinton utilized United States armed forces in multiple operations, such as air strikes and the deployment of peacekeeping forces, in Yugoslavia. These operations were identical to the United Nations Security Council resolutions and were conducted in correlation with other members of NATO. During this time President Clinton submitted multiple reports to Congress consistent with the War Powers Resolution Act and regulations regarding the involvement of U.S. forces. However, he never cited section 4(a) (1), which did not trigger the start of the 60 day time limit that should have occurred. Tom Campbell-member of the House of Representatives filed suit in the United States Federal District Court of Colombia, against President Kennedy on allegations that he had violated the War Powers Resolution now that the 60 days had elapsed since the start of military operations in Kosovo. President Kennedy stated that he considered this ‘constitutionally defective’.In the end the court ruled in favor of the president, saying that members lacked legal standing and evidence to make their case fully plausible. The U. S. Supreme Court then refused to hear an appeal once this decision was made. This one of many exa mples in U. S. history where the president’s power to engage in military conflict has been questioned and proved unconstitutional regarding problems with War Powers Resolution act.

La Capriasca - Free Essay Example

Sample details Pages: 26 Words: 7709 Downloads: 10 Date added: 2017/06/26 Category Statistics Essay Did you like this example? Introduzione Questanno scolastico ci stata data la possibilit di approfondire le nostre conoscenze riguardo il Ticino. Abbiamo avuto lopportunit di scegliere fra quindici regioni differenti e siamo arrivati alla conclusione che La Capriasca Gola di Lago fa al caso nostro. Siamo contenti di avere loccasione di imparare qualcosa di nuovo e un po diverso riguardo questa regione, che conosciamo cos poco. Grazie a questa materia amplieremo le nostre conoscenze culturali. Il motivo che ci ha portati alla scelta di questa regione e non di altre dovuto alla posizione in cui si trova. Avendo scelto la Capriasca abbiamo avuto la possibilit di recarci personalmente sul posto e a partecipare a delle mostre interessanti. Oltre che per la sua posizione abbiamo scelto questa area perch la conosciamo abbastanza bene. Andiamo spesso al centro sportivo, ogni anno partecipiamo al carnevale e abbiamo diversi amici che vivono in questa zona. Don’t waste time! Our writers will create an original "La Capriasca" essay for you Create order 1) Presentazione della regione La Capriasca si trova nel Canton Ticino, pi precisamente nel distretto di Lugano. Essa insieme con altri territori forma la regione delle Valli di Lugano, creata nel 1977. Larea della Capriasca stata creata il 15 ottobre 2001 dalla fusione dei Comuni di Cagiallo, Lopagno, Roveredo Capriasca, Sala Capriasca, Tesserete e Vaglio. L1 aprile 2008 sono stati inoltre aggregati i Comuni di Lugaggia, Bidogno e Corticiasca. Questa regione ha una superficie di 3529 ettari e confina con Cadro, Camignolo, Canobbio, Comano, Isone, Medaglia, Mezzovico-Vira, Origlio, Ponte capriasca, Sigirino, Sonvico e Valcolla. Il palazzo comunale della Capriasca si trova a Tesserete, in piazza Motta. Linsieme dei paesi che fanno parte di questa regione ha un totale di 6119 abitanti (cifra della popolazione residente al 1 gennaio 2009). La Capriasca costituisce una zona residenziale pregiata, ricca, costituita da un paesaggio incantevole, munita di vari spazi naturali diversi tra loro. Questarea ha una vasta storia e unampia cultura che viene da molto lontano nel tempo e questo la rende ancora pi interessante e tutta da scoprire. Questi elementi contribuiscono a spiegare la lunga tradizione di collaborazione a livello regionale tra le varie istituzioni locali. 2) Semplice carta La semplice carta la potrete trovare negli allegati, al numero 1. 3) Caratteristiche morfologiche Da Tesserete si apre verso est una bella veduta sui Denti della Vecchia. Molto apprezzata la salita nellintatta Val Colla. Gli estesi boschi (di castagni) attraversati da una fitta rete di sentieri sono un vero paradiso per biker ed escursionisti. Partendo da Tesserete, dopo un breve tratto si gode gi di una splendida vista su Lugano, il lago e il San Salvatore: il sentiero scende prima verso Ponte Capriasca, attraversa la pittoresca piazza di Origlio, un bel luogo di villeggiatura circondato da vigneti, procede verso lomonimo laghetto con la sua fitta cinta di canneti, protetto da un piano cantonale. Una breve salita porta alla chiesa di San Bernardo, immersa nel bosco, che regala belle vedute. I denti della vecchia I Denti della Vecchia una montagna delle Prealpi Luganesi, tra Svizzera ed Italia. Il Sasso Grande, che raggiunge gli 1,492 m s.l.m., il pi emozionante dei pennoni calcarei che la compongono. Sono anche definite Canne dorgano. I denti sono formati da uno strato geologico pi antico. Tutto il massiccio del Gazzirola costituito invece da uno zoccolo cristallino in forma di gneiss, che rappresenta le rocce affioranti pi antiche del Sottoceneri. In Val Colla, sul fondo valle, si riscontrano rocce coperte da ghiaia, sabbie e argille. Guardando verso nord Dal Mantro Rotondo, una roccia, si pu ammirare il paesaggio: le vaste aree del bosco, la campagna, i villaggi e le zone dei pascoli e dei monti. I pascoli sono i segni del disboscamento selvaggio avvenuto in passato, ancora ben visibili. Guardando verso sud La vista a sud dal punto di sosta del San Bernardo presenta un ambiente mutato dallattivit umana. La citt trasforma la campagna in periferia, togliendo sempre di pi gli spazi verdi. 4) Flora I prati I prati sono regolarmente falciati e pascolano spesso vacche e bestiame vario. Generalmente crescono naturalmente concimandoli, altre volte per renderli cos belli sono coltivate con erbe foraggere. Boschi misti I boschi sono costituiti in modo particolare da betulle nelle zone pi secche e frassini e ontani dove c maggiore umidit. Spesso questi boschi hanno un vasto sottobosco che fornisce riparo alle specie dinsetti, uccelli e mammiferi vari che si adattano a tutte le condizioni. Zone umide Le zone ricche dacqua ospitano spesso tante specie vegetali e animali. La Media Capriasca ricca di sorgenti piccole e di zone umide. Per favorire lo sviluppo della vegetazione nella zona umida si intervenuti innalzando il livello dacqua che favorisce la colonizzazione di queste aree. Faggeta La Media Capriasca sarebbe interamente ricoperta di faggete o quercete ma purtroppo luomo ha disboscato e mantenuto i prati sgombri dagli alberi. Spesso i faggi, pi alti e folti dei castagni, tolgono loro la luce necessaria e alla fine essi diventano secchi e non crescono pi. La faggeta un ambiente molto ricco biologicamente, ai suoi piedi possiamo trovare funghi e molti insetti. Castagno e le selve castanili Il castagno, originario dellEuropa sudorientale e dellAsia minore, stato largamente diffuso dalluomo per il suo frutto commestibile e per il legno pregiato. Grande albero con tronco alto fino a 30 metri. Le foglie sono allungate, appuntite, dal bordo seghettato. Il frutto di varia forma secondo la variet tipico e globoso contenuto in un involucro detto riccio che si apre in ottobre. Lagricoltura Lagricoltura tradizionale comprendeva prati da taglio, vigneti, frutteti, campi e orti circondati da bosco. Oggi lagricoltura ha a disposizione mezzi e sementi migliori, pi produttive e redditizie. I campi da fieno sono stati sostituiti dal mais. Questo tipo di agricoltura impoverisce il terreno cancellando le zone umide. In contrapposizione con lagricoltura intensiva, troviamo altre aziende che preferiscono un utilizzo sostenibile del suolo. Fauna Uccelli: Il balestruccio: piccolo uccello fratello della rondine, nidifica sotto gli spioventi dei tetti. Il balestruccio misura appena 13-14 cm di lunghezza. Questuccello ha le parti superiori (la testa, il dorso, le ali e la coda) che sono di un bel nero-bluastro lucido. La rondine: un uccello piccolo e agile, lungo circa 18 cm. Questa specie presenta una coda lunga e biforcuta, ali curve e aguzze e un piccolo becco diritto di color grigio scuro. La rondine comune simile nelle abitudini agli altri uccelli insettivori. La cincia dal ciuffo: un passeriforme della famiglia dei Paridi. lunga circa 12 centimetri, ha unapertura alare di 17-20 cm. Il piumaggio castano sul dorso, sulle ali e la coda mentre si presenta bianco-grigio sulladdome. Laverla piccola: uccello carnivoro, ha costumi tipici della famiglia, infatti, oltre che dei soliti insetti (artropodi), si nutre anche di piccoli uccelli, piccoli mammiferi, lucertole e rane. Il picchio verde: goloso di formiche che cerca a terra negli spazi aperti, ma nidifica in buchi scavati negli alberi del bosco. Il Picchio verde possibile osservarlo in Eurasia, nidifica in tutta lItalia escluse le isole pi grandi, in habitat di montagna, comunque costituiti. Lupupa: caratteristiche fondamentali sono il becco lungo e sottile, le narici rotonde e aperte. ed un tipico ciuffo di penne sul capo Lallocco: un uccello rapace della famiglia degli Strigidi, si nutre di piccoli mammiferi, in particolare dei topi. probabilmente il rapace diurno pi diffuso nelle nostre zone. In ogni stagione possibile vederlo volteggiare lentamente per ore sopra la campagna. Il codirosso: la lunghezza del corpo di 14 cm ed ha unapertura alare tra i 20 cm e i 24 cm. Il codirosso si nutre in aperta campagna e nel sottobosco. Il suo regime alimentare composto soprattutto da invertebrati che vivono nel suolo (insetti, coleotteri, lumache, vermi e ragni). La poiana: un uccello da preda tipico dellEuropa. Ha una lunghezza tipica tra i 51 e i 57 cm con una apertura alare dai 110 ai 130 cm, rendendolo un predatore di medie dimensioni. un rapace di forme compatte con ali ampie e arrotondate e una coda piuttosto corta. La nottola: una specie di pipistrello comune in Europa. una delle pi grandi specie di pipistrello. Ha una lunghezza di 8 cm e unapertura alare di 35 cm. Oltre ai tipici ultrasuoni, la nottola emette stridii penetranti. La funzione di questi suoni ancora ignota. Le nottole comuni si nutrono di coleotteri, falene e formiche alate. Mammiferi: Ghiro: un roditore della famiglia dei Gliridi. Ha una pelliccia di colore grigio castano sul dorso mentre il ventre bianco. Il ghiro generalmente notturno: di solito esce dal proprio nascondiglio poco dopo il tramonto per poi ritornarvi prima dellalba. Faina: un mammifero carnivoro della famiglia dei Mustelidi. Misura 45-50 cm, 25 cm di coda, per un peso medio di un paio di chilogrammi. Il pelo corto e folto: sul dorso ha un colore marroncino, e si schiarisce su muso, fronte e guancie. Scoiattolo: un roditore di taglia medio piccola (40 cm) della famiglia degli Sciuridae, che comprende molte altre specie come la marmotta e il cane della prateria. Lo scoiattolo un animale arboricolo, abile saltatore, e per questo legato agli ambienti silvani. Si nutre di noci, ghiande, funghi e frutta. Tasso: un animale tozzo e dal caratteristico mantello grigio con strisce nere longitudinali sulla testa, molto marcate, che lo rendono inconfondibile. La taglia media essendo alto alla spalla circa 30 cm, lungo 60-70 cm e del peso di 10-15 kg. Abita principalmente nei boschi asciutti, vicino alle coltivazioni, in tane scavate nei pendii o in buche naturali. Volpe: dopo la scomparsa del lupo e di altri predatori, la volpe lunico carnivoro di mole relativamente grossa presente nella Valle del Ticino. Di corporatura snella lunga sino a 1 m esclusa la caratteristica e folta coda che pu arrivare a 50 cm: le zampe non sono molto alte la testa grossolanamente triangolare con il muso e le orecchie appuntiti. Cinghiale: un mammifero molto grosso; il maschio pu pesare dai 45 kg ai 180 kg mentre la femmina un poco pi piccola. Rispetto al maiale domestico, ha una corporatura pi snella, e le zampe pi lunghe; la testa pure pi lunga e appuntita e il muso termina con il caratteristico grifo. 5) Storia della regione La Capriasca pu vantare una sua storia antichissima. La maggior parte dei suoi villaggi, poco distanti luno dallaltro, ha conservato il suo aspetto storico, con gli abitati spesso dominati dai campanili delle chiese, quasi tutte barocche. Nellalto medioevo Tesserete e i villaggi circostanti si costituiscono in Pieve. Nel 1078 viene redatto un documento detto Testamento della Contessa Grassa in cui si deduce che la Capriasca un feudo dipendente da nobili milanesi. Nel 1358 sono elencati gli statuti e gli ordinamenti del Comune di Capriasca. Le regole riguardano principalmente i territori comuni. Nel 1455 avviene la creazione della parrocchia di Ponte Capriasca, nel 1570 invece quella di Origlio. Nel 1574 Inizia lindividuazione di nuclei pi importanti della pieve di Capriasca. Il paese pi popolato Sala, con 391 persone. Seguono Origlio, Bidogno e Vaglio. Tesserete ne conta solo sessantaquattro. Nel 1803, con la nascita del Canton Ticino nella regione sono creati i dodici comuni che oggi conosciamo. Bidogno Cagiallo Campestro Corticiasca Lopagno Lugaggia Origlio Ponte Capriasca Roveredo Sala Tesserete Vaglio Nel 1976 c laggregazione tra i comuni di Campestro e Tesserete che rimarr poi Tesserete come lo conosciamo oggi. Nel 2001 c invece laggregazione tra Cagiallo, Lopagno, Roveredo, Sala, Tesserete e Vaglio. Tutti insieme prendono il nome di Capriasca, che possiede una superficie di 2617 ettari e conta circa 4500 abitanti. Nel 2008, con unaltra aggregazione, al comune di Capriasca si aggiungono quelli di Bidogno, Corticiasca e Lugaggia. Il territorio della Capriasca oggi suddiviso in tre comuni: Capriasca, Origlio e Ponte Capriasca. 6) Villaggi struttura politica Nel mese di ottobre del 2007 nacque il nuovo comune di Capriasca (la prima nascita del comune di Capriasca fu nell15.10.2001 e comprendeva sei comuni tra cui Cagiallo Lopagno, Sala Capriasca, Roveredo Capriasca, Tesserete, Vaglio che contavano 4623 abitanti), grazie alla fusione dei comuni di: * Bidogno Corticiasca: Bidogno, Corticiasca, Albumo, Carusio, Cranello, Lupo, Puffino e Somazza * Cagiallo: Cagiallo, Lopagno parte bassa, Oggio, San Matteo e Sarone * Campestro: Campestro, Almatro e Muralta * Lopagno: Lopagno nucleo e parte alta, Miera, Roveredo e Treggia * Odogno: Odogno, Bettagno, Lelgio e Pezzolo * Sala: Sala e Bigorio * Tesserete: Tesserete * Vaglio: Vaglio * Lugaggia: Lugaggia Il comune della Capriasca al 1 gennaio 2009 contava: La piramide dellet cos suddivisa: La Capriasca stata una delle promotrici della politica di riforma e riorganizzazione dei Comuni promossa dal Cantone dal 1998. Dopo un periodo di consolidamento della prima aggregazione, lo stesso comune giunge oggi a maturazione per compiere un passo aggiuntivo verso il riordino istituzionale nel comprensorio delle Valli di Lugano. Il processo di avvicinamento tra i quattro comuni coinvolti in questo progetto stato promosso dal comune di Lugaggia, che a suo tempo era rimasto escluso dalla prima aggregazione, ed durati alcuni anni. Infatti, dopo una prima fase di contatti preliminari e di verifica, soprattutto per quanto riguarda la delimitazione del comprensorio, nel mese di dicembre 2006, su richiesta dei quattro Municipi, il Consiglio di Stato ha istituito una Commissione di studio incaricata di elaborare una proposta di aggregazione tra Bidogno, Capriasca, Corticiasca e Lugaggia. Questampliamento del comparto Capriasca rappresenta un ulteriore, e non necessariamente ultimo, sviluppo nella direzione del rafforzamento di un comprensorio peri-urbano dellagglomerato di Lugano, che anche proprio per la sua localizzazione pu costruirsi su prospettive e potenziali interessanti. La commissione di studio dellaggregazione, composta di Sindaci e Municipali dei Comuni coinvolti, ha operato con il supporto della Sezione degli enti locali ed ha trasmesso il proprio rapporto al Consiglio di Stato a fine giugno 2007. Secondo noi c stata laggregazione di tutti comuni (della Capriasca) perch i comuni piccoli che stavano nei dintorni di Tesserete avevano problemi finanziari e che da sole difficilmente sarebbero riuscite ad andare avanti. Perci tutti comuni che si sono aggregati in questo comune che, secondo le previsioni della Cantone e del Comune, dovrebbero avere la situazione finanziaria rosea, infatti il comune prevede di diminuire il debito pubblico del 25%. (Ne parleremo pi approfonditamente nel capitolo Economia). Al comune di Capriasca sono stati attribuiti 7 seggi, cos distribuiti: Partito Liberale-Radicale (PLR) 2 seggi Partito Popolare Democratico (PPD) 2 seggi Partito della Lega-UDC-Indipendenti 1 seggio Partito Socialista, Indipendenti e Verdi 2 seggi 7) Economia Piccola introduzione Leconomia della Capriasca era basata sullagricoltura e la pastorizia; gli abitanti integravano i loro redditi con i proventi dellemigrazione (prevalentemente legata ai mestieri edili). La ferrovia Lugano-Tesserete (1909) offr nuovi impulsi alla media e bassa Capriasca nel settore turistico e alberghiero. Negli ultimi decenni Tesserete si affermato come polo regionale suburbano di Lugano nel settore terziario. Dal 1950 a oggi, con labbandono dellagricoltura, lalta Capriasca. si spopolata, mentre la media e la bassa valle, con il processo di sub urbanizzazione dellagglomerato di Lugano, hanno registrato un aumento della popolazione. complessiva (ca. 3000 abitanti.). I villaggi si sono estesi anche fuori dai perimetri tradizionali, con un conseguente mutamento delle tipologie edilizie. Lantica propriet comune di alpi e monti caratterizza ancora oggi numerosi comuni della valle. Divisione dei settori economici nel comune della Capriasca Nel comune della Capriasca il settore dei servizi (terziario) prevale sui settori dellindustria e artigianato e sul settore agricolo. Il settore agricolo (primario) ricopre l8%, il settore dellindustria e artigianato (secondario) il 22%, infine il settore dei servizi (terziario) ricopre il 70%. Le maggiori aziende presenti nel Comune Banche: Raiffeisen Banca Stato del Cantone Ticino Industrie: Nel territorio della Capriasca le industrie sono poco presenti, vi sono infatti piccoli artigiani (falegnameria, ecc), un territorio molto residenziale. Moltiplicatore e imposte: Il moltiplicatore nel comune del 95%. Oltre allimposta sulla base della notifica di tassazione, il Comune preleva limposta personale di CHF. 20. per tutte le persone fisiche dal 20 anno di et, e limposta immobiliare corrispondente all1% del valore di stima ufficiale allinizio dellanno civile. Preventivi Il comune ha approvato per il 2009 il seguente preventivo: Costi: 18666420.- CHF Ricavi: 7024475.- CHF Fabbisogno: 11641945.-CHF Il Municipio autorizzato a prelevare limporto di CHF. 11641495.- attraverso limposta comunale. Finanze Le prospettive finanziarie del Comune sono globalmente rassicuranti. Grazie agli aiuti finanziari che il Cantone disposto a erogare, la gestione corrente sar sostanzialmente in equilibrio. Il comune potr contare su un autofinanziamento annuo superiore al milione di franchi e il debito pubblico pro capite verr abbattuto di oltre il 25%. Si prospetta inoltre un incremento del contributo cantonale ricorrente per gli oneri legati alla localizzazione geografica. Le verifiche effettuate dalla Commissione di studio indicando la fattibilit di gestire il comune con un moltiplicatore come prima indicato del 95%. Sostegni Cantonali Il cantone svolge un lavoro importante per le aggregazioni di Comuni in quanto li aiuta finanziariamente e soprattutto i pi piccoli comuni vengono completamente risanati, infatti il Consiglio di Stato stato disposto a prendere in considerazione i seguenti impegni: Risanamento finanziario di Bidogno: Bidogno uno dei 43 comuni in dissesto finanziario, perci il Consiglio di Stato ha stanziato in credito di 3 milioni di franchi per labbattimento dei debiti di questo comune. Risanamento finanziario di Corticiasca Per il risanamento finanziario di Corticiasca il Consiglio di Stato ha stanziato un credito di 2 milioni di franchi per labbattimento dei relativi debiti. Altri sostegni cantonali: Il Governo simpegner ulteriormente a: * erogare un contributo massimo del 60% dellinvestimento netto nel settore scolastico, fino ad un massimo di 4 milioni di franchi * erogare un contributo di uno milione di franchi per la riduzione del debito residuo del Consorzio Depurazione Media Capriasca * mantenere laliquota di sussidio per le opere di canalizzazione alle percentuali in vigore attualmente nei singoli comuni * esaminare la sostenibilit finanziaria dei contributi per il Consorzio centro sportivo e balneare della Capriasca. 8) Cucina Dopo un attento giro di ispezioni per Tesserete e altri paesi della Capriasca, abbiamo deciso di mettere nero su bianco ci che davvero si cucina in questa regione. Le ricette tradizionali Minestrone Questo piatto conosce uninnumerevole serie di varianti poich ogni donna di casa ticinese ha la sua versione. ottimo anche riscaldato. La polenta Piatto tipico dellarco alpino stato cibo unico dellalpigiano che la mangiava mattino, mezzogiorno e sera. Di domenica, per arricchirla, sostituiva lacqua con latte o panna Castagne Le castagne possono essere bollite, arrostite sul fuoco o al forno. Le castagne arrosto sono meno digeribili Le castagne arrostite al forno tendono ad asciugarsi un po troppo rispetto a quelle sul fuoco diretto. Con la farina di castagne possibile fare frittelle di castagne, crpes. Lalimentazione povera e monotona dei secoli scorsi, quando la maggioranza dei ticinesi viveva di castagne, polenta e patate, si lentamente arricchita di cibi, di sapori e di ricette, accogliendo i cambiamenti dati dal mutare dei tempi, grazie anche agli emigranti ticinesi che da fuori portavano idee diverse in cucina, facendo proprie le abitudini culinarie di quei paesi. Nel contempo per la cucina ticinese ha saputo conservare alcune sue caratteristiche: luso di prodotti genuini, la semplicit dei piatti legati al mondo rurale, la predilezione per i gusti saporiti. Oggi propone perci piatti eseguiti secondo le indicazioni tramandate di generazione in generazione, ma anche rivisitazioni in chiave attuale di ricette dun tempo. Nel solco della tradizione, che vedeva gi nel 400 un bleniese cuoco presso gli Sforza, molti ticinesi, che della gastronomia hanno la passione, coniugano in cucina sapori lombardi e suggestioni culinarie delle terre demigrazione, prodotti rustici della terra e de llalpe, raffinatezze nate da una costante ricerca di gusto, piatti semplici e veloci ed elaborate preparazioni del passato. Tra i piatti pi conosciuti e apprezzati della cucina ticinese il minestrone, la zuppa, il risotto, le carni arrosto (coniglio, capretto), la polenta con la mortadella o il brasato, il pesce di fiume o di lago al forno, in padella o in carpione. Ottimi i dolci tradizionali: i tortelli, la torta di pane e gli amaretti. Tra le bevande, oltre ai vini rossi, la gazzosa, ma anche la grappa e il ratafi (detto anche nocino), liquore a base di noci di cui si dice solo i frati abbiano la ricetta originale. 9) Curiosit Il Soccorso dInverno unassociazione no profit che si propone di alleviare la povert e lisolamento sociale di famiglie e persone sole che vengono a trovarsi in difficolt economiche temporanee e in situazioni di emergenza. Vi trascriviamo qua sotto un articolo di giornale tratto dal Corriere del Ticino del 5 gennaio 2010, che parla del Soccorso dinverno Ticino. BELLINZONA Una fattura pi salata del previsto, una spesa inattesa o magari entrate che ieri cerano e che, da un giorno allaltro, sono venute meno. Situazioni che possono capitare a chiunque e che, in alcuni casi, anche in Svizzera, anche in Ticino, bastano a far scivolare famiglie e persone singole in situazioni di disagio economico. Basta guardare le richieste che ogni anno giungono al Soccorso dinverno associazione non profit con sede a Tesserete per rendersi conto che anche in Ticino lindigenza, temporanea o meno, esiste. Lanno scorso (2008/2009, bilancio al 30 giugno), spiega Manuela Nnlist, segretaria dellassociazione, sono state inoltrate 321 richieste (313 nel 2007/2008) ed stato fornito aiuto a 207 nuclei famigliari, per un totale di 222mila franchi. Intanto, complice la crisi, le richieste aumentano, mentre si fa pi faticosa la ricerca di fondi. Capriaschesi Fan Club Introduzione: Lo scopo del sito quello di diffondere i video e le attivit che creiamo nel tempo libero. Anche se dopo aver visitato questo sito la vostra idea sulla vita giovanile cambier radicalmente, su questo sito trovate molte sezioni, ad esempio vari contenuti scaricabili, immagini e anticipazioni sui nostri video. Inoltre potete trovare anche link di siti della zona (scuole, centri sportivi,) e anche una piccola rassegna stampa con quello che succede sul nostro territorio (incendi, cambiamenti,). Quindi non vi rimane che dare ogni tanto unocchiata al sito per restare aggiornati. Il sito internet su questo indirizzo: https://www.capriaschesi.fan-club.it/ 10) Attrazioni turistiche Centro sportivo e balneare Tel.+41 (0)91 943 36 36 www.centrosportivotesserete.ch Il Centro sportivo di Tesserete, situato nel cuore della Capriasca, offre condizioni ideali per lo sport, lo svago e la ricreazione. Inserito in un contesto paesaggistico e naturalistico di particolare pregio, permette di ritemprare il fisico e la mente. Nuoto Il nuoto coinvolge la maggior parte dei principali fattori di una buona forma: buona salute cardiovascolare, forza muscolare, resistenza e flessibilit. Se sei agile nelle escursioni, nella bicicletta nella corsa, puoi usare il nuoto come maniera per allenarti e intensificare la tua performance, senza la tensione del tuo sport principale. Gym, Fit, Step Fa davvero bene nuotare, lo dicono tutti i medici e sportivi. Ma una cosa che non si fa frequentemente quella di fermarsi alcuni momenti dentro la vasca per compiere degli esercizi fisici. Solitamente si continua a nuotare da una parte allaltra della piscina. Hydrobike LHydrobike permette un programma dallenamento da effettuarsi su una particolare bicicletta immersa nellacqua che prevede, oltre alla pedalata con gli arti inferiori, lutilizzo degli arti superiori. rivolto a tutte le persone, sia agli atleti evoluti sia ai principianti ma soprattutto a chi ama praticare unattivit divertendosi. LHydrobike risulta essere ottima, oltre che per lallenamento, anche in campo riabilitativo; non ha controindicazioni, grazie anche allambiente in cui si opera, lacqua. Calcio Il Centro Sportivo dispone di un campo di calcio in sintetico di ultima generazione, 10064 m, illuminato, agibile tutto lanno compatibilmente con il programma dutilizzo da parte del F.C. Stella, con condizioni ottimali del fondo. Atletica Il Centro Sportivo dispone di un anello di 400 m. con 4 corsie, e di 6 corsie per i 100 m. piani e i 110 m. ostacoli. Pedane per il salto in alto, salto in lungo e lancio del peso. Campo sterrato a disposizione per il lancio del disco e del giavellotto. Pallavolo Nel centro sportivo a disposizione un campo di pallavolo con il fondo in erba sintetica, che permette di praticare questa disciplina allaperto. Laltezza della rete regolabile. Allinterno del centro balneare prevista per la prossima stagione la realizzazione di un campo di beach volley. Tennis Sono a disposizione due campi in terra rossa scoperti e illuminati. La prenotazione del campo obbligatoria. inoltre possibile prendere lezioni di tennis da maestri qualificati. Musei Museo del Bigorio Tel. +41 (0)91 943 12 22 Gli oggetti riuniti nel piccolo museo del Bigorio nel Convento di Santa Maria hanno tutti quanti unorigine cappuccina, taluni come manufatti di casa, altri in ragione delluso fattone. Linsieme il risultato delle due forze contrastanti che segnano ovunque la cultura cosiddetta materiale: conservazione e rinnovamento Carnevale Or Penagin 20010 Gioved 25 febbraio 2009 avr inizio la nuova edizione del Carnevale di Tesserete Ore 06.00 Apertura ufficiale del carnevale ambrosiano a Tesserete e illimitati dintorni. Ore 19.00 Maccheronata per tutti. Ore 21.00 Inizia lo spettacolo: esibizione delle Gggen e festeggiamenti sfrenati fino alle 3.00 Venerd 26 febbraio 2010 Ballo e tanto tanto divertimento Sabato 27 febbraio 2010 Ballo e tanto tanto divertimento Domenica 28 febbraio 2010 ci sar la chiusura del carnevale con un corteo per tutti, grandi e piccini. La chiesa di Santo Stefano La maggiore attrattiva di Tesserete (528 m) la chiesa parrocchiale di Santo Stefano. Gi da lontano si scorge il campanile romanico, conservato dalla costruzione precedente, una struttura di sette piani che si eleva al centro dellodierna facciata. Nellinterno sontuoso con il suo coro barocco, dominano laltare neoclassico, i ricchi addobbi degli stalli del coro, diversi dipinti e affreschi pregiati e la ricca ornamentazione delle cappelle laterali. Alpeggi Rompiago con agriturismo, 10 posti letti. 091 943 56 32 Struttura facilmente raggiungibile a piedi, in bicicletta oppure in automobile. Lagriturismo ubicato in una zona di pascoli dalla quale si ha unaffascinante vista che spazia dalla Val Colla fino oltre il San Salvatore. Nel 2004 avvenuta la ristrutturazione totale dellalpe nella quale stata integrata anche uninfrastruttura agrituristica. Rifugio Tassra Rifugio ubicato alle pendici del Monte Bar e immerso nel bosco al riparo dai rumori molesti della citt. Ristrutturato di recente con diversi lavori di miglioria. Il rifugio piccolo ma ben diviso e disposto su tre livelli: al pianterreno cucina e refettorio con stufa a legna con forno, al primo piano servizio con doccia e piccolo spazio riposo e un locale a uso deposito, al secondo piano camera con otto letti. Alpe Zalto 079 206 81 56 Lagriturismo dellAlpe Zalto si trova lungo litinerario escursionistico Isone Gola di Lago, a pochi minuti di marcia dallarrivo di altri itinerari con meta laffascinante zona di Gola di Lago. raggiungibile anche in rampichino e in automobile percorrendo la strada che da Tesserete conduce, via Lelgio, a Gola di Lago. La stagione dellofferta agrituristica si estende dal 15 maggio al 30 settembre. Sullalpe viene effettuata la vendita diretta dei prodotti. Il servizio di ristorazione offre bevande, cucina fredda e, su prenotazione, cucina calda. Santa Maria di Gola di Lago 091 943 59 34 Da Tesserete a Gola di Lago si percorre la strada asfaltata che attraversa la Val Capriasca. una strada comunque poco trafficata nei suoi 460 m. di dislivello. Lungo il percorso ci sono un paio di grotti pronti ad offrire ai passanti le proprie specialit culinarie. Poco prima di arrivare alla meta, in zona Ranscea-Luera, vale la pena soffermarsi sul prato sulla sinistra sul quale c una graziosa chiesetta. AllAlpe Santa Maria di Gola di Lago, proseguendo sulla sinistra, si ha la possibilit di effettuare una sosta approfittando di quanto viene offerto ai passanti. Gola di Lago una rinomata zona di particolare bellezza e interesse naturalistico Capanne La Ginestra 091 605 22 75 La capanna, immersa nel verde della Capriasca, si trova sui Monti di Roveredo in zona Lusciana; la si raggiunge a piedi per comodi sentieri, poco ripidi, tra boschi di castagni e betulle. Nei mesi di giugno-luglio ci sono cespugli di ginestre fiorite che hanno assegnato il nome alla capanna. Oltre alle strutture interne appena rinnovate, la capanna possiede un grande grill allaperto situato nellampio spiazzo antistante, dalle quali si gode una bella vista sui monti Tamaro, Gradiccioli e Lema nonch sulla Valle del Vedeggio, la citt di Lugano ed il suo lago. Raggiungibile solo a piedi, ca. 45 da Roveredo. APERTURA da ritirare presso Lugano Turismo, sede di Tesserete (+41 (0)91 943 18 88), oppure al Ristorante Stazione, Tesserete (+41 (0)91 943 15 02). Prenotazione obbligatoria da 6 persone. NOTE Possibilit di cucinare individualmente. Allesterno a disposizione un grill. Spaccio bibite. Telefono. Doccia. Spazio per svago 11) Luoghi architettonici Prefazione Nella Capriasca vi sono moltissimi luoghi dinteresse architettonico che abbiamo fatto fatica a scegliere i pi adatti e belli da consigliarvi e da farvi scoprire. I luoghi che abbiamo scelto sono: * La chiesa parrocchiale di SantAmbrogio (Ponte Capriasca) risalente al secolo XIII, conserva il famoso affresco dellUltima Cena, eccellente copia antica di quello di Leonardo da Vinci. Sulla parete ovest della cappella di sinistra affrescata lUltima Cena dipinta nel 1550 circa (restaurata nel 1951 e negli anni 1989-1992) copia del Cenacolo di Leonardo terminato nel 1497 nel refettorio del convento di Santa Maria delle Grazie a Milano; qui, a differenza del celebre modello, alla base del dipinto sono ancora leggibili i nomi degli apostoli; sullo sfondo sono raffigurati il Sacrificio dIsacco e la Preghiera nellorto degli ulivi. A Tesserete la chiesa plebana di Santo Stefano, un edificio a navata unica, documentata fin dal 1078, assunse lodierno aspetto nel 1445, fu trasformata alla fine del secolo XVI mediante linserimento delle volte e degli archi trasversali e negli anni 1762-1772 con laggiunta del presbiterio e dellabside. Restauri nel 1935, tra il 1952 e il 1953 condotti da Cino Chiesa (1905-1971) e negli anni 1995-1996. Della costruzione romanica si conservato il campanile, incorporato sullasse mediano della facciata: alta torre di sette piani ritmati da specchiature coronate da archetti pensili, con bifore e tetto conico. * A Sala Capriasca la chiesa parrocchiale di SantAntonio abate fu ricostruita nel secoli XV-XVI. In origine era dedicata a San Giovanni Battista, presenta due cappelle laterali a mo di transetto ed conclusa da un coro poligonale, semicircolare allinterno. Allinterno la navata e il coro sono coperti da volta a botte, la campata dincrocio coperta con una volta a vela. Nella cappella laterale destra: altare barocco in stucco con dipinto del Sogno di San Giuseppe, del secolo XVII; paliotto in scagliola di Giovanni Battista Rapa del 1725. Nel coro: altare barocco in marmo del 1742 con statua di SantAntonio abate, stucchi di Andrea Ferrari e Michelangelo Solista. * Sopra la frazione di Bigorio, la chiesa monastica di Santa Maria Assunta attestata dal secolo XIII e consacrata nel 1577. La costruzione rettangolare con coro, risalente forse, nel nucleo, al secolo XVI ha una navata di tre campate coperte da volta a botte lunettata, sul coro volta a vela, impostate nel 1769 e decorate nel 1922 da Silvio Gilardi. Nella cappella laterale destra, edificata nel 1769: pala raffigurante Cristo con la croce, la Vergine e cinque Santi cappuccini, del secolo XVIII, inserita in una quadratura dipinta; un olio su tela con il Martirio di SantEurosia di Jaca, firmata Dionisius Ca[resa]na 1704, pittore di Cureglia. * Nella frazione di Roveredo lOratorio di San Bernardo di Chiaravalle posto nel nucleo unaula settecentesca coperta a cupola con coro e piccolo campanile; sullarchitrave del portale compare la data del 1403. Allinterno laltare in stucco reca la pala della Madonna col Bambino coi Santi Bernardo di Chiaravalle e Stefano, datata 1618, ridipinta. La cappella al margine nord del villaggio reca laffresco della Crocifissione, eseguito da Giovanni Battista Sartorio alla met dellOttocento. Sotto il paese la cappella detta Capellona presenta dipinti del XVIII secolo e del Sertorio del 1835. * A sud di Vaglio lOratorio della Madonna di Casletto una cappella attestata dal 1577, fu inglobata nelledificio attuale, costruito negli anni 1639-1640 (la data si trova sopra la finestra in facciata); lalta costruzione rettangolare sorretta da contrafforti. Allinterno le due campate della navata sono coperte da volta a botte e il coro voltato a crociera; sulla sua parete di fondo: affresco della Madonna in trono del 1514, firmato Rocco da Seregno (con bottega a Lugano). 12) Case tipiche La tipica casa ticinese si trova a Tesserete, capoluogo della Capriasca. La sostanza edilizia dei monti molto pi modesta e recente rispetto a quella della centenaria cultura dei villaggi Capriaschesi con le loro chiese, cappelle barocche, le grandi dimore e le case contadine. Buona parte di questi edifici risale al 19. Secolo. Dopo il 1900, la costruzione delle case non incide in modo sensibile sulla struttura di questo paesaggio agricolo. Dal punto di vista architettonico, lutilizzazione di materiali e di sistemi costruttivi locali conferiscono un aspetto unitario allinsieme degli edifici rurali. Queste case hanno piccoli terrazzi ombreggiati, da giardini e spesso sono allacciate a sorgenti. Cento anni fa, quando la borghesia cittadina ha iniziato a frequentare i monti della Capriasca e costruirvi case, queste zone erano utilizzate per lagricoltura e pastorizia. In Capriasca per diminuisce drasticamente il numero di queste aziende agricole dopo la guerra. Questo incide molto nel paesaggio; negli ultimi cento anni la superficie di bosco triplicata, questo per stato accompagnato da un suo parziale degrado. 13) Alloggio per turisti Hotel, alberghi. Ostelli, capanne, trattorie, bed and breakfast, alloggi per gruppi, agriturismi Se cercate degli hotel a prezzi ragionevoli con tutti i comfort consigliamo i seguenti: * Hotel Gloria a Vaglio, aperto dal 01.03 al 31.12. I prezzi dal 01.03 al 30.11 sono: 60-95CHF per una camera singola, 110-150 CHF per una camera doppia. I prezzi dal 01.12 al 31.12 sono: 40-60 CHF per una camera singola, 60-120 CHF per una camera doppia. Raggiungibile telefonicamente allo: 091 943 19 85,potete visitare il loro sito internet allindirizzo:www.gloria-hotel.ch * Hotel Locanda del Giglio a Roveredo Capriasca, aperto dal 01.03 al 31.10, raggiungibile telefonicamente allo: 091 930 09 33 I prezzi dal 01.03 al 30.06 sono: 55-75 CHF per una camera singola e 110-130 CHF per una camera doppia. I prezzi dal 01.07 al 31.10 sono: 75-95 CHF per una camera singola e 130-150 CHF per una camera doppia Piccola descrizione : Circondata da boschi, con vista imperdibile sul golfo di Lugano e sui Denti della Vecchia, rappresenta un punto di partenza per escursioni e varie attivit nella natura, ideale per ricaricarsi. La nostra struttura rispettosa dellambiente e offrono ai clienti cibi genuini con prodotti biologici. Disponiamo di 28 posti letto, mettono a vostra disposizione il bagno turco oltre che mille consigli sulle molteplici attivit che si possono fare sul luogo. Dispongono di un collegamento WLAN allinterno della locanda ed in giardino, inoltre disponiamo del nuovo servizio trasporto clienti con Golf Car elettrica, dal posteggio alla locanda, per pers one con difficolt motorie e ospiti con bagagli. * Hotel Tesserete a Tesserete aperto dal 01.03-30.11, raggiungibile telefonicamente allo. 091943 24 44. I prezzi sono: 85-95 CHF per una camera singola e di 140-160 CHF per una camera doppia. Piccola descrizione: costruita nel 1910 in stile Art Nouveau lHotel si trova a soli quindici minuti da Lugano, alla periferia del villaggio Tesserete in mezzo a una regione fantastica per escursioni e sport. Tesserete un paese tranquillo, con autobus convenienti e ottimi collegamenti di autobus e grandi escursioni per tutti i livelli. * Hotel villa Capriasca a Tesserete aperto tutto lanno, raggiungibile telefonicamente allo: 091 943 45 73 Piccola descrizione: Il nostro Albergo-Garni si trova a 7 Km da Lugano, immerso nel verde dai boschi di castagne. Le stanze sono moderne e molto confortevoli. In estate la piscina a disposizione ai nostri ospiti. La tranquillit e laria buona vi faranno trascorrere delle vacanze meravigliose. * Trattoria Menghetti a Bigorio aperto tutto lanno, raggiungibile telefonicamente allo 091943 24 01. Il prezzo per una camera singola di 70 CHF, e di 140 CHF per una camera doppia. * Ristorante Stazione a Tesserete aperto tutto lanno (per il periodo 17.03-26.10 c un supplemento da pagare), raggiungibile telefonicamente allo 091 943 15 02 oppure allo 091 943 34 05, potete visitare il loro sito internet allindirizzo: www.besomi-stazione.ch. I prezzi per il periodo 27.10 al 16.03 sono: 75-95 CHF per una camera singola e di 130-170 per una camera doppia. Per il periodo 17.03 al 26.10 i prezzi sono: 85-95 CHF per una camera singola, e di 130-170 per una camera doppia. Piccola descrizione: Situato in posizione centrale, tradizionale punto dincontro e di ritrovo, il Ristorante Stazione ha un ampio parcheggio, di un parco giochi per i bambini, di una spaziosa e soleggiata terrazza, di camere con servizi recentemente rinnovate per chi desidera soggiornarvi. Apprezzato da generazioni per la sua cucina, il Ristorante Stazione vi offre a prezzi contenuti piatti della tradizione lombarda e ticinese e durante larco dellanno noto per le rassegne gastronomiche. Dal 1930 gestio ne della famiglia Besomi, che vi attende con il calore e la schiettezza dellospitalit ticinese. * Bed Breakfast Renggli a Tesserete aperto tutto lanno ed raggiungibile telefonicamente allo: 091 943 10 26. Il prezzo per una camera singola di 50CHF, invece per una camera doppia di 90 CHF. Piccola descrizione: Lamabile vecchia, tipica casa ticinese si trova a Tesserete, capoluogo della Capriasca, a nord di Lugano. Tesserete dispone dun moderno centro sportivo e balneare pubblico. Luogo di partenza per passeggiate ed escursioni in bici (locazione bici/rampichini in loco). Attivit sportive quali bocce, pesca, tennis, equitazione, visita di musei, parchi, manifatture (cioccolato ed enoteche). A 8 km il lago Ceresio, bagni pubblici e Lido con spiaggia. * Alpe Rompiago-Inverno a Cagiallo aperta dall15.09-15.05 ed raggiungibile telefonicamente allo: 091 943 39 22. Il prezzo di 80 CHF a persona e dalla 4 persona il prezzo di 15 CHF a persona. * Rifugio Tassera a Cagiallo aperto tutto lanno raggiungibile telefonicamente allo: 091 943 22 64. Il prezzo di 90 CHF a persona e dalla 5 persona il prezzo di 20 CHF. * La Ginestra a Roveredo-Capriasca aperta dal 01.04-30.11, ed raggiungibile telefonicamente allo: 091 943 23 73. Il prezzo per una persona di 16-20 CHF. * La capanna Monte Bar a Corticiasca aperta destate tutti i giorni da met maggio a met ottobre. Durante lanno tutti i weekend e giorni festivi e durante la settimana su prenotazione. Piccola descrizione: la capanna collocata su un poggio montano deccezionale bellezza. Essa gode di una splendida vista a 180 gradi che spazia dai Denti della Vecchia fino al Tamaro. A ovest lo sguardo simbatte sui magnifici 4000 metri (4634 dalla Punta Dufour), delle alpi Vallesane dal gruppo del Mischabel al Monte Rosa. Il prezzo per una persona di CHF 10-18. 14) Mezzi di trasporto pubblico Come raggiungere la Capriasca con i mezzi di trasporto pubblici In Svizzera si cerca di pubblicizzare il settore dei mezzi pubblici, con campagne pubblicitarie, e con sconti per abbonamenti (settimanali, mensili, annuali). In Ticino vi sono vari mezzi pubblici: Autobus ( TPL, ARL, AUTOPOSTALE) Linee ferroviarie: Treni ( FFS, FLP) Se il vostro soggiorno dura un mese o pi consigliamo di acquistare un abbonamento Arcobaleno. Le tariffe per un abbonamento Arcobaleno mensile o annuale sono: Tariffe abbonamenti adulti giovani 25 anni mensile annuale mensile annuale 2 cl. 1 cl. 2 cl. 1 cl. 2 cl. 2 cl. zona 10 o 20 o 30 41.00 67.00 369.00 603.00 31.00 217.00 2 zone 62.00 100.00 558.00 900.00 45.00 315.00 3 zone 99.00 161.00 891.00 1449.00 74.00 518.00 4 zone 119.00 197.00 1071.00 1773.00 90.00 630.00 5 zone 157.00 258.00 1413.00 2322.00 118.00 826.00 da 6 zone 180.00 295.00 1620.00 2655.00 136.00 952.00 Se il vostro soggiorno dura da una a tre settimane vi consigliamo di optare per un abbonamento Arcobaleno settimanale. Le tariffe per un abbonamento Arcobaleno mensile o annuale sono: Tariffe attuali adulti giovani 25 anni Settimanale 2 cl. 1 cl. 2 cl. zona 10 o 20 o 30 14.00 24.00 11.00 2 zone 22.00 35.00 16.00 3 zone 35.00 57.00 27.00 4 zone 42.00 69.00 32.00 5 zone 56.00 91.00 42.00 da 6 zone 64.00 103.00 48.00 Prendiamo un esempio di trasporto con mezzo pubblico, di una famiglia di 4 persone ( 2 adulti e 2 bambini di 8 e 7 anni), che parte da Zurigo con il treno FFS e che abbiano come destinazione Tesserete, dove alloggeranno 1 mese. Partenza da Zurigo verso Cadempino: Inizio modulo Dettagli Stazione/Fermata Data Ora Durata Cambi Viaggio con Occupazione 1 Umgebungskarte: Zrich HBZrich HB Lu, 18.01.10 pt 11:09 2:53 2 EC, S10, BUS 1. Prevista unoccupazione medio/bassa 2. Prevista unoccupazione alta Umgebungskarte: Cadempino, MunicipioCadempino, Municipio ar 14:02 Prezzi: Biglietto ordinario Svizzera Info articolo Selezione effettuata finora Partenza il 18.01.2010 ZRICH HB CADEMPINO, MUNICIPIO viaGOTTHARD LAMONE BUS PAG Selezionare biglietto Classe Tipo di viaggio Riduzione Supplemento Prezzo (CHF) 2a classe Corsa semplice 62.00 2a classe Corsa semplice met-prezzo 31.00 2a classe Andata e ritorno 124.00 Per questo viaggio potrebbe essere interessante il met-prezzo 2a classe Andata e ritorno met-prezzo 62.00 Per questo viaggio potrebbe essere interessante la carta giornaliera 1a classe Corsa semplice 101.00 Per questo viaggio potrebbe essere interessante il met-prezzo 1a classe Corsa semplice met-prezzo 50.50 1a classe Andata e ritorno 202.00 Per questo viaggio potrebbe essere interessante il met-prezzo 1a classe Andata e ritorno met-prezzo 101.00 Per questo viaggio potrebbe essere interessante la carta giornaliera Quindi il totale per sola andata in seconda classe per la famiglia sarebbe: 2 x 62= 124 ( 2 adulti) 2X 31= 62 ( 2 bambini) Totale: CHF186 In seguito c la coincidenza dellautopostale accanto alla stazione in direzione tesserete: Inizio modulo Dettagli Stazione/Fermata Data Ora Durata Cambi Viaggio con Occupazione 1 Umgebungskarte: Cadempino, MunicipioCadempino, Municipio Lu, 18.01.10 pt 14:03 0:28 2 BUS, BUS Umgebungskarte: Tesserete, PaeseTesserete, Paese ar 14:31 Il prezzo per la corsa per la famiglia di: 24.9 = CHF 9.80 2x 2.45= CHF 4.90 Totale: CHF 14.70 Il totale complessivo per il treno pi il trasporto con il bus corrisponde a CHF 200.70. Se volete essere informati su tutti gli orari di partenza e di arrivo degli autobus e dei treni visitate questo sito internet: https://fahrplan.sbb.ch/bin/query.exe/in 15) 5 attivit diverse per una settimana di vacanze Proposta delle 5 attivit: Come prima attivit proponiamo di andare a visitare la Casa di P.A.M. di Mario Chiattone a Condra, un monumento architettonico costruito dallarchitetto Mario Chiattone nel 1932 per la sua famiglia; unopera improntata allarchitettura storica regionale che si manifesta assieme ai modi compostivi della modernit del XX secolo. La seconda attivit che proponiamo di andare a visitare la giornata della mela presso lazienda agricola la Fonte a Vaglio, dove viene illustrato il procedimento per ottenere il succo di mele, chiaramente non possono mancare le bancarelle che venderanno gli ottimi prodotti locali, con lintrattenimento di una band ticinese. Per i pi piccoli ci sar una gara di disegno. Ci sar anche una gita guidata per conoscere la cultura della mela nella Capriasca. (Questo avvenimento avviene una volta allanno. Solitamente nel mese di ottobre). Nel mese di ottobre avr luogo la Giornata del patrimonio naturale di Capriasca a cura del Dicastero cultura del Municipio di Capriasca con la collaborazione di diverse associazioni ed enti. Durante la fine giornata, verr organizzata nella Piazza Alfonsina Storni di Sala, una degustazione di: minestrone, risotto, formaggi e vini di produzione locale. La quarta attivit andare a divertirsi e rilassarsi alla piscina comunale di tesserete dove grandi e piccini si possono divertire durante una calorosa giornata destate, i ragazzi possono andare a divertirsi al campo di calcio di Tesserete vicino alla piscina. La quinta attivit che vi proponiamo di andare a visitare in generale la regione seguendo i sentieri segnalati, rimarrete sicuramente estasiati con dei bellissimi panorami e non mancher sicuramente il divertimento. 16) Altro Nella Capriasca vi sono delle societ che aiutano le persone in difficolt o con problemi particolari, qui di seguito vi presentiamo due societ che svolgono questo servizio. La struttura stazionaria per la riabilitazione attiva dal 1991e da un aiuto nello sviluppo personale. Per esempio danno unaiuto nella tossicomania,con un programma di riabilitazione dalle dipendenze da droga. Questa piccola comunit di vita serve a chi vuole uscire dalle tossicomanie superare un periodo di crisi. Lindirizzo di questa struttura che aiutsi trova in questo indirizzo: Struttura stazionaria per la riabilitazione. Vincenzo Altepost Via Santa Liberata CH 6954 Sala Capriasca Ticino, Svizzera Tel. 004191 943 49 74 091 943 49 74 [emailprotected]/* */ Un altro esempio di societ che aiutano le persone in difficolt : A Sala Capriasca vi una piccola comunit di vita che serve a chi vuole uscire dalle tossicomanie o superare un periodo di crisi. Questa struttura situata nei ronchi di Sala Capriasca con la vista sopra la valle. La giornata strutturata con unora di Yoga, con meditazione e mantra. Il pomeriggio si lavora al tornio nel laboratorio di ceramica. una comunit amichevole dove ciascuno ha anche il suo spazio personale. Il ritmo quotidiano del programma di Yoga e del lavoro creativo con la terra ti danno la possibilit di calmare la tua mente, di sperimentarti in maniera nuova e di dare alla tua vita una maggiore consapevolezza e libert. Questa struttura ha come indirizzo: Vincenzo Kavod Altepost Via Santa Liberata CH 6954 Sala Capriasca Ticino, Svizzera Tel: 004191 943 49 74 091 943 49 74 [emailprotected]/* */ Bibliografia Siti internet: www.wikipedia.org www.capriasca.ch https://www.comune.pv.it/parcodelticino https://www.adhikara.com/capriasca/piscina-tesserete.htm https://www.lugano-turismo.ch/it/145/agriturismo https://www.centrosportivotesserete.ch/ https://www.capriasca.ch/index.php?section=1m1=1038prn=1038l=1 https://www.vallidilugano.ch/ https://www.ti.ch/DFE/USTAT/DATI_COMUNI/030201_010/T_5226_030201_010.html https://www.ti.ch/DFE/USTAT/DATI_COMUNI/030201_020/T_5226_030201_020.html https://www.ti.ch/DFE/USTAT/DATI_COMUNI/030201_030/T_5226_030201_030.html https://www.ti.ch/DFE/USTAT/DATI_COMUNI/030201_040/T_5226_030201_040.html https://ticino.ch/cerca.jsp?r=01q=capriasca https://www.hls-dhs-dss.ch/textes/i/I8556.php https://www.ti.ch/DI/DI/SezEL/Riforma/aggregazioni/scheda.aspx?ID=6stato=4 https://www.gsk.ch/it/la-casa-pam-di-mario-chiattone-condra.html https://it.wikipedia.org/wiki/Capriasca https://it.wikipedia.org/wiki/San_Bernardo_di_Chiaravalle Libri, riviste: Lugano, Malcantone, Mendrisiotto hotels 2009 rivista di Ticino Turismo Rapporto alla cittadinanza Capriasca, Consiglio di Stato depliant La casa P.A.M di Mario Chiattone a Condra di Pier Giorgio Gerosa (Guide ai monumenti svizzeri SSAS). Visite: Abbiamo partecipato ad una mostra l1.12.2009 presso le Scuole Medie di Tesserete. Conclusioni Ormai sono passati sei mesi dallinizio di questa piccola avventura, e ci reputiamo soddisfatti del lavoro che abbiamo svolto. C stata molta complicit, molto aiuto reciproco e ci siamo trovati molto bene in coppia. Per quanto riguarda il lavoro svolto possiamo dire di aver imparato moltissimo; senza questa ricerca probabilmente non ci saremmo mai interessati a scoprire luoghi e posti che in realt sono cos affascinanti e a cos pochi passi da noi. Ci abbiamo messo volont e soprattutto tempo, e speriamo davvero che questo lavoro sar apprezzato da voi almeno la met di quanto piace a noi. Vi ringraziamo per essere state a nostra disposizione, per esservi messe in gioco e averci aiutato in ogni piccolo o grande problema.