PILLAR I
Establishment of a School of Integrative Knowledge
The interdisciplinary approach characteristic of Università Cattolica del Sacro Cuore is expressed in a transversal and transdisciplinary perspective to promote the integration of knowledge, aimed at addressing contemporary challenges in line with the University's identity values and mission.
Abstract
The School of Integrative Knowledge was established to enhance the interdisciplinary approach characterstic of Università Cattolica del Sacro Cuore in addressing contemporary issues, overcoming skill fragmentation and promoting an anthropological vision capable of facing the challenges posed by posthumanism and transhumanism.
In keeping with the mission of the University, the School is a privileged place to critically interpret complexity and responsibly assume one's role in society, drawing upon the theological insights of the Social Doctrine of the Church.
The vision is to foster a community capable of combining scientific rigour and the search for meaning, promoting an "educational pact" between students, teaching and technical-administrative staff, and the territory. The integration of knowledge thus becomes an expression of the University's vocation as a universitas .
The School is conceived as a workshop for integral development, where technical skills are combined with critical skills, ethical sensitivity and the relational dimension. Particular attention is paid to Artificial Intelligence, climate change, migration and inequalities, while placing the dignity of the person at the center.
Finally, it is configured as a transversal reference hub for the Faculties and Campuses, promoting interdisciplinary paths and international collaborations, training competent professionals and aware citizens.
Strategic objectives
The establishment of the School of Knowledge Integration has as its main objective the definition of its own institutional identity and its recognition as a structure for the integral development of the person and for ethical reflection on the complexity of reality.
This implies the joint development of mission, vision, values, governance model and positioning compared to leading schools ("Schools of Excellence"), as well as the definition of objectives in relation to the other structures of the University.
Strategic action plan
A1. The steering committee and the pilot phase
The School organises an organic training programme, preferably spanning two year,s based on interdisciplinary and transdisciplinary modules addressing cross-cutting topics. The aim is to move beyond the model of add-on courses, proposing a coherent curriculum with recognisable credits and clear career prospects for graduates.
Strategic action plan
B1. Institutional architecture
B2. Governance
B3. Funding
B4. Budget
The School fosters the development of a stable community that involves students from different Faculties, professors and lecturers from various disciplines, external stakeholders and local partners, in connection with cultural and religious centers.
On-campus colleges, university residences and other venues for student life become spaces for workshop activities, study groups and shared cultural initiatives. The School is established as a driving force behind the Strategic Plan, promoting high-impact actions.
Strategic action plan
C1. Learning community and engagement formats
C2. Impact on the University and the objectives of the Strategic Plan
The School will serve as a methodological workshop for the University, experimenting with active teaching practices, use of digital technology and development of transversal skills and communication of knowledge, which will also be made available to the Faculties and the services of the University.
Strategic action plan
D1. “Methodological Workshop”: innovative teaching and transferable skills
The School defines indicators and tools to monitor participation, perceived quality, educational outcomes and the impacts on academic and professional careers, as well as on the teaching culture of the University.
The systematic collection of quantitative and qualitative evidence is functional to the continuous improvement and communication of added value for the University, the territory and international networks.
Strategic action plan
E1. Monitoring, evaluation and institutional learning