SECTION 1: S YSTEM CHAPTER 1 - WE LIVE IN SYSTEMS Key Concepts : There is no single set of definitions for the key concepts in systems thinking and strategic communications. Even the word “narrative” does not translate well into many languages other than English. For the purpose of shared understanding, however, it’s helpful to form a shared vocabulary we will use together with the S.E.N.S.E. methodology. Here is our definition of key terms: strategy, communications, and systems. strategy Strategy: A plan of action to achieve a specific goal. It involves different actions or tactics in different places and times. communications Communication: The broadcasting or exchanging of information, knowledge, or ideas through speech, writing, non-verbal cues, electronic or traditional media, and large-scale societal conversations. Communication is the glue that holds strategy together and propels it forward in the real world. Strategies that treat communications as an afterthought often fail. Simply broadcasting information, especially alarming or controversial content, can exacerbate denial and polarization. Framing : The choices we make regarding how to present ideas (consciously or unconsciously) that shape how people think, feel, and act, usually geared towards long-term shifts. We frame ideas using the following building blocks: Narrative: A big idea that helps you understand the world - like the bootstraps narrative of making your own success through hard work. A narrative contains types of characters, plots, and places - like the Hero’s Journey. Narratives are made up of stories. Story: A specific account of events or ideas. A story contains particular characters, plots, and places, such as Luke Skywalker in Star Wars. Stories are made up of messages. Message: An idea, talking point, phrase, or hashtag that suits the political moment, usually geared towards a short-term attitude/behavior change. Strategic Communications: An intentional communications program designed to advance progress toward a defined goal. To achieve this purpose, strategies weave together approaches from various communications disciplines, including but not limited to public relations, media engagement, influencer and digital marketing, advertising, issue campaigns, cyber advocacy, and more. Effective strategic communications begins with effectively understanding the target audience. This typically involves engaging that audience with your knowledge or ideas to inspire a shift in understanding, action, or decisions. To do this: Identify and listen to the appropriate target audience. Craft and exchange tailored, values-based information through the most effective messenger and relevant channels at the right time, in a repeated process. Design and deliver strategies and tactics from the most relevant communications disciplines, including public and media relations, influencer and digital marketing, and social and audience research. Narrative change work attempts to influence the narratives that shape laws, societies and norms, and how they are implemented. systems Systems: Arrangements of tangible elements (e.g., people and institutions) and intangible elements (values and norms) working together towards a common goal, like in a natural ecosystem, a government, or the human body. Linear strategic thinking assumes a direct cause-and-effect relationship between elements. The classic approach involves: Defining the problem Setting a S.M.A.R.T. goal Identifying a target decision-maker and/or audience Outlining a strategy with objectives Defining and executing tactics and plans Linear thinking can work in ordered, less complex situations with few actors, but it often fails when we are seeking systemic change. Systems thinking focuses on the relationships among a system's parts, not just the parts themselves. It is like seeing a forest and understanding how trees, soil, animals, and weather interact to form an interconnected system. In systems thinking, the whole is more than the sum of its parts, and the connections between parts are crucial. Tackling problems as systems Winning campaigns, programs and projects require an effective narrative change strategy - with strategic communications and systems thinking at its heart. Use the tool in this chapter to practice applying a system lens to a common problem analysis approach, a Context Analysis, or P.E.S.T.L.E. analysis. A Context Analysis includes factors like social norms and key audiences who are not always visible but do shape the system and status quo.** Footnote: ** To run a P.E.S.T.L.E. analysis, list out the political, economic, social, technological, legal and environmental factors that are or could be affecting the challenge or system that you’re facing. To run a Context Analysis, list out the social norms, narratives, emotions and audience identities as well as the P.E.S.T.L.E. factors above. The way many of us are taught to think about solving problems is most effective for simple challenges and controlled classroom exercises. Decades of mainstream education and socialization - rooted in ‘enlightenment thinking’ from Europe - have taught us to break the world into manageable pieces and see issues in isolation from each other, addressing each challenge in turn. This common sense problem-solving approach implicitly informs how adults in many of the world’s cultures and geographies address challenges they face in their working lives, be that setting government policy or defining a company's corporate strategy. While this might be the most effective approach for organizing a family to share household chores or friends to divide up buying groceries at the supermarket, it is rarely the right approach for making real-world progress on solving more significant environmental and societal issues. The problem with this ‘common sense’ approach is that it tends to focus on treating the most visible symptoms, but not actually solving the root causes of what we see. But when we look at the world through a systems lens, we see that everything is interconnected. Problems are connected to many elements within dynamic systems. If we just treat one symptom, the effects of our interventions often lead to unintended consequences elsewhere in the system. Systems thinking shows us that everything is part of a larger whole and that the connections between all elements are critical. It helps us to be more effective.* Real-world systems are often non-linear and complex rather than being neatly organized into structured layers. So, where do we even begin? Diagrams like those below help us to understand the layers of a system initially. If you’re familiar with a P.E.S.T.L.E. (Political, Economic, Social, Technological, Legal, Environmental) Analysis of the issue you are facing, that’s a good place to start. The S.E.N.S.E. Methodology takes inspiration from the MobLab to adapt and extend a PESTLE analysis with a systems lens. Read through the story below as an example, and try using the tools to look at your challenges through a system lens. Footnote: *With thanks to MobLab (text adapted from MobLab presentation) Delhi citizens were frustrated. By the winter of 2015, decades of air pollution in Delhi had risen to their worst levels, among the worst in the world. Human activity and demand for goods had driven industrial pollution through crop burning, and vehicle and infrastructural emissions. Together with inadequate government measures, this had big ecological impacts on Delhi and beyond. Campaigners saw how these layers of the system were interconnected , and how many different social groups were affected. They knew that bringing together Delhi’s different groups would be key to getting the government to change its policies to improve air quality. Then, they formed the Help Delhi Breathe campaign as a platform for people to share their concerns and mobilize actions. This was rooted in a broader national movement - the National Coalition for Clean Air. The Delhi campaign used social media and on-the-ground networks to spread awareness and engage people in a different vision for the city and its communities. Mobilizing interconnected communities: The campaign connected with stakeholders who were all directly affected by the pollution: local groups, long-time activists and new participants. It used creative messaging to spread awareness and mobilize action. They targeted specific influential tech-savvy middle- and upper-class groups: Mothers and Schools: Schools monitored air quality and communicated the dangers to families, making mothers key advocates for clean air. This group was hard for those in power to ignore. Entrepreneurs: Small business leaders and startups, like a company making stylish breathing masks, joined the campaign, promoting solutions and organizing events like Clean Air Fairs. This showed that those in industry, responsible for the root cause of pollution, wanted action. Expatriates : Foreigners living in Delhi, used to stricter environmental standards, voiced their concerns, drawing more attention to the issue. Many of these people had strong connections with industry and the government. Direct actions for stakeholders to take and feel part of something bigger: Events: To demonstrate diverse support across society: The first air pollution rally in January 2016, which mobilized hundreds and sparked media debate, leading to the government’s new transportation policy. To show business support: The campaign organized the Clean Air Fair which brought green businesses and local organizations together to promote climate solutions. Petitions gathering nearly 100,000 signatures each: For air pollution displays - so all stakeholders could see the current air quality status. For approval of Delhi’s Solar Policy - so people and businesses could hold the government to account. Systemic approach to maintaining momentum: It takes time to build campaign architecture to influence the human and industrial layers of the system, and shift the thinking of decision-makers. Help Delhi Breathe sustained pressure and momentum by: Organizing and engaging communities: Smaller activities during less polluted seasons. Partnering with grassroots groups to push for renewable solutions, like residential solar power. Running digital and offline campaigns including polls, videos and social media content that reached millions. Help Delhi Breathe influenced public discourse, engaged diverse community groups, and successfully pressured the government to recognize and address the air pollution crisis. The campaign engaged thousands of citizens and organizations and gained 50 media mentions and millions of social media views. It also trained 40 Solar Ambassadors, created 1,750 solar assessment leads, and supported nationwide coalitions for clean air, setting a foundation for ongoing environmental advocacy. As a result, the government approved a new Solar Policy for Delhi, and the Health Minister committed to installing air quality displays so that the public could monitor their air quality at any time. Read more: https://mobilisationlab.org/stories/help-delhi-breathe-clean-air-delhi/ and https://www.purpose.com/case_studies/help-delhi-breathe. concept: systems thinking embraces interconnectedness story: help delhi breathe, india SPHERES OF SOCIETY Concept: Systems thinking embraces interconnectedness Story: help delhi breathe, india Tool: problem statement and systems circles tool: problem statement & systems circles Problem Statement Write down the problem you are trying to solve in 1-2 sentences. Make sure you are clear on the differences between the problem and its short- and long-term causes and consequences Systems Circles Draw the concentric circles above on an A3 sheet and stick up on the wall. Gather a set of Post-Its. Write down and stick on each key factor that is influencing the way this system functions, one per Post-It. If you’re in a group, work individually first and then only afterwards compare notes. Write down and stick on the diagram, each actor who can help solve the problem or make it worse.; and each driving force who may persuade the decision-makers. Draw relationship lines (thick lines for strong influences or relationships, thin lines for weak ones) between the Post-Its. Group the factors. Among these, also add a question mark to any about which you are uncertain. Step back and Consider/Discuss: Consider the Problem Chart and Systems Circles together: What do these diagrams tell you about the challenge you’re facing? How do communications power those relationships? "A system is never the sum of its parts; it's the product of their interaction." - Russell L. Ackoff

SECTION 1: S YSTEM introduction Purpose : To understand the overlapping systems we live in that are both moving and restrictive. How to use this section: Read this before you do any other analysis of the problem. Common Sense: Iceberg Diagram Uncommon Sense: Soil Chart What is a system? A system is an arrangement of tangible elements (e.g. people and institutions) and intangible elements (values and norms) working together toward a common goal, like in a natural ecosystem, a government or the human body. Here, we use layers of earth and a soil chart to explain systems, the various actors within them, and the effects of changes within them. We live in systems: The Lakota people of North America and Indigenous Australians do not have a word for "nature" because they see humans and nature as one system, not separate entities. This interconnected view is a more logical and strategic way to see and understand the world. Simplicity in complexity: Push your hands into the soil, and you may feel earth, seeds, shoots, rocks and insects. Removing what you think is a weed or pest can affect the growth of nearby plants. Understanding that we are all interconnected is the first step to understanding complexity. Learning the difference between ordered, complex and chaotic systems helps us define our approach. Levels are levers: Exploring a system deeply helps us understand why its structure works. Each level of a system is like a layer of soil, with deeper layers having more control. To change a system fundamentally, we need to understand its deepest parts. Autonomy is a myth: Many systems thinking use the metaphor of an iceberg to emphasize the importance of considering the hidden problems beneath the surface. This is useful, but thinking about soil layers is better. First, most of us will never see an iceberg in person, but all of us can put our fingers into the earth. Second, we believe it is essential to emphasize the connections between the many elements of a system. Rather than just ice, a system consists of roots, rocks, water, dirt, seeds, and worms, all in active connection. Footnote: *https://silvotherapy.co.uk/articles/nature-connection-native-americans section summary Key Takeaway Identify the type and levels of the system you are dealing with before you choose goals or targets. Key Questions How complex is the problem are you dealing with? Is there another set of systems within it that you need to understand? What are the levels of that system - the why, who, where, how and what that make it work? Are you focused on the right level to shift the system? Do you need to zoom out from the system, to see how to influence it? Key Tool(s) System Soil Chart.

SECTION 2: E QUILIBRIUM CHAPTER 9 - LOOPS CAN BE UNLOCKED Unlock and replace a system’s deep loop to shift the system itself. In Chapter 6 we saw how relationships power systems. Whether mutualist, commensalist or parasitic, the different members or elements of each relationship (whether people or things) can gain or lose from their interactions. These interactions are called loops. In this Chapter we see how loops power relationships. Every system has multiple loops between multiple actors and elements, and beneath it all has a deep loop (or loops) that drives and sustains it, keeping it aligned with its Guiding Star. Changemakers spend hours attempting to draw or write out a linear theory of change to explain why or how their efforts will succeed, when often they have not identified what the essential elements, relationships or loops are that need to change. Here we propose a more effective systems-led approach: to identify a deep loop to explain what needs to change at specific levels of the system. Then Sections 3 and 4 of this resource will help us establish how to make those changes happen. There are three steps to this process: Identify the loops among the relationships in the system. To understand how these loops work it is helpful to consider the four types of loop: Vicious loops make things worse. For example, poverty reduces literacy. This increases unemployment, which increases poverty. Virtuous loops make things better. For example, a parent that holds high trust in their child offers the child more freedom. The child wants this to continue and so behaves well, earning more trust. Stabilizing loops keep things from getting worse. For example, the use of fossil fuels goes up. This reduces the available reserves, causing the price to go up. This reduces people’s use of fossil fuels. Stagnating loops keep things from getting better. For example, a student's behavior improves, so the teacher's expectations rise. Then, the teacher praises the student less and the student's behavior does not improve further. Identify the main themes or issues that summarize the loops. These could range from civic space and freedom of speech, to church approval of government policy. Identify where you and any shooting stars or allies in the system could focus to shift the system, and your aims and objectives Footnotes: **https://www.nationalgeographic.com/animals/article/stars-milky-way-navigation-dung-beetles concept: virtuous loop Concept: Loops - Virtuous, Vicious, Stagnating, Stabilising concept: vicious loop concept: stabilizing loop concept: stagnating loop Story: Protests and uprising loops across the middle east, late 2010 story: protests and uprising loops across the middle east, late 2010 tool: deep loop A series of anti-government protests and uprisings known in the Western world as the “Arab Spring” began in the Middle East in late 2010 and spread across a number of countries, including Tunisia, Egypt, Libya, Yemen, and Syria. In general, the movements in each country aimed to challenge authoritarian regimes, demand democratic reforms, and address economic grievances. It sought to leverage social media to mobilize masses and amplify dissent. Campaigners in some countries communicated and shared tactics with each other. These protests and uprisings demonstrated multiple types of loops: Virtuous Loops: In Tunisia, the self-immolation of Mohamed Bouazizi sparked widespread protests. The rapid spread of information via social media created a virtuous loop: increased visibility of the protests led to greater international support and further mobilization. The success in Tunisia inspired similar movements in other countries, creating a positive feedback loop that encouraged additional protests. Vicious Loops: In countries like Syria and Libya, the uprisings quickly became violent conflicts. The brutal responses from the regimes led to a vicious loop: the more severe the repression, the more radicalized the opposition became. This was exacerbated by different forms of international and geopolitical interventions, including the support for and facilitation of foreign fighters into the countries, Syria in particular. These dynamics exacerbated the conflict, leading to prolonged violence and instability, and making peaceful resolution increasingly difficult. Stabilizing Loops: In some cases, regimes used stabilizing loops to maintain their control. For example, in Egypt, the military’s intervention after the fall of President Mubarak aimed to stabilize the situation by maintaining a semblance of order. While initially successful in quelling immediate unrest, it also resulted in the perpetuation of authoritarian practices and the consolidation of military power, which many saw as a return to the old regime in a new guise. Stagnating Loops: The aftermath of the protests in several countries saw stagnating loops. The lack of effective governance and the impacts of ongoing conflicts and geopolitical proxy wars directly affecting countries like Libya and Yemen led to a stagnation of progress. Instead of achieving democratic reforms, these nations experienced prolonged instability and economic downturns, with political systems remaining in turmoil. Their stability today remains worsened due to their positions at geopolitical crosshairs of conflicts between other powerful states including the US, Saudi Arabia and Iran. These protests and uprisings led to varying outcomes across the region. Tunisia managed a relatively successful transition to democracy, showing the positive impact of virtuous loops. In contrast, countries like Syria and Libya fell into prolonged conflict and instability due to vicious and stagnating loops which did not shift the system positively. The complex interplay of these loops creating an overall stagnation shows how initial positive momentum can be undermined by entrenched power structures and external factors, influencing the long-term success of social movements. This illustrates how multiple types of loops can interact within a single broader movement, affecting different aspects and regions differently, and shaping the overall outcome of collective action. Tool: deep loop Identify the loops among the relationships in the system. Identify the main themes that summarize the loops. For example, in a highly religious forest-rich country which exports a large amount of wood, there could be illegal logging taking place which is threatening forest communities and ecosystems. A general election is approaching. The government wants to continue. So a deep loop might include the relationship between the following themes: Safety for forest communities in doing forest monitoring Levels of legal and illegal deforestation Freedom of media to access and share information Government reputation International investment in the country Church approval of the government Potential for government re-election 3. Identify where you and any shooting stars or allies in the system could focus to shift the system, and your aims and objectives. For example in the forest-rich country your organization or your allies might wish to focus on: Building relationships with the Church to accompany forest communities in forest monitoring Build connections with different media to ensure quick access to authoritative events as they happen in the forests, as well as support forest communities to become spokespeople Advocate to other governments on the need for independent and safe forest monitoring in your country Build relationships with opinion leaders to speak out on the benefits of respecting forest communities, and the benefits of protecting their environment Once you have done this, we recommend comparing this deep loop to the narratives you find across the system in Chapter 10. How is the deep loop the cause of / strengthened or weakened by those narratives?

SECTION 1: N AVIGATION CHAPTER 12 - COMMUNITIES ARE CURRENTS A strongly tied network sways the feelings of its members. Getting our story covered by a major news outlet might feel like a win. But real change happens only if our audience’s own communities, groups, and networks adopt these changes first. “If your words don’t spread, they don’t work.” - Anat Shenker-Osorio “The factors that determine how people choose their network ties are also the factors that determine who influences their behavior” - Damon Centola “It takes a thousand voices to tell a single story.” - Nez Perce Native American proverb story: “If you’re a woman in Sudan who’s decided to take political action, you’ve already fought against so many authorities. And once you’ve made that decision, security forces won’t scare you.” - Muzan Alnail, an engineer and proteste “Once, a woman responded to a man who shared a photo of a national security agent, saying that she would share it with her group. Within five minutes, we had information on him: his mother’s name, if he’s married or not. Some of his ex-girlfriends were in the group and talked about him. That was the moment that things began to shift in the group. All of a sudden, people realized: ‘We can use this.’” - Enas Suliman, teacher told BuzzFeed News. story: tool: networks matrix Plot: Identify and plot the key relationships, communities, and most influential messengers (e.g., news outlets) on the matrix. Expand: Break down these relationships and groups to the most influential individuals and plot them on the matrix. Spot Gaps: Identify where there are gaps in information transfer to key networks. Fill Gaps: Find any current or emerging actors/messengers from your earlier exercises who could help. Consider how you might connect or assist key actors/communities to communicate, collaborate, and channel messages. Reality Check : Review the prevailing narrative and potential counter-narrative. Understand the values the target(s) hold dear, how they make decisions, and who influences them. Plan your approach for reaching them and develop an elevator pitch for each step of the way (messenger/network member/target). tool: networks & ripples Communities, groups and networks are the currents that help people find belonging, identity and safety. They share information and develop ideas, which their members can then adopt or build on. To influence someone, we do not need them to fully agree with us. Instead, we may want them to react in ways that weaken their current stance or disrupt their control. When influential members of our networks disagree with us, it can make us reconsider our position. Every network shares values, priorities, and experiences among its members. To influence someone, we need to reach and activate the most trusted members of their networks. This also applies to communication between different networks. To influence a community, group or network around a target, we should: Review : Identify the networks that the target is part of, such as their family or a government cabinet. Risk and reward: Select the network with the strongest ties among its members. Consider: Strong ties vs weak ties within a target’s network (e.g. family vs. government cabinet) Social risk vs social reward for group members adopting new beliefs or behaviors Strong vs weak ties between networks Relationship: Identify the members of the network who have the closest relationship with the target. These members need to adopt and spread the new belief. Reach: Make sure your story or message is delivered in places where the network and target will see it. Know when and where they will be looking. Repetition: Repeat your message through stories, messages, and other means multiple times. Use trusted messengers (see Chapter 13) to help spread the message. Individuals might change their views or make decisions, but they might not stick to them if their community does not also change. Remember to use all the chapters in this section to frame your message with the right values, target the right people, and trigger the mental shortcuts needed to achieve your goal. Read more: Lin, Nan: Social Capital: A Theory of Social Structure and Action: https://www.cambridge.org/core/books/social-capital/E1C3BB67419F498E5E41DC44FA16D5C0 Women in Sudan faced severe repression under the regime of President Omar al-Bashir, who ruled from 1989 until his ousting in 2019. His government’s policies included morality laws that restricted women’s freedoms and authorized corporal punishment. The Khartoum State Public Order Law Act of 1996 had particular gendered impacts, with women being targeted by gender based violence and mobility restrictions - not only affecting their bodily autonomy but also their socioeconomic rights. When nationwide protests erupted in December 2018, sparked by economic grievances and fueled by broader demands for political change, the regime responded with brutal crackdowns, including violence and intimidation by state security officers. Civil society needed to organize and prevent further violence against demonstrators. The challenge was how to do so safely. Women were key change catalysts, many of which came to be known symbolically as “Kandakat” after historic Nubian queens and queen mothers. They drove change at multiple levels - publicly and privately. For example, before the protests, many women in Sudan had used private Facebook groups for socializing and discussing their romantic lives . but in response to the crackdown a few of them began to use these platforms as a way to “dox” (expose) the men attacking protesters: Review : Women started sharing, on these Facebook groups, photos of men they had seen attacking protesters, asking on the groups if others knew their identities. Risk and Reward : The social reward for the women involved was high. They could maintain anonymity while participating in activism, and their efforts could lead to tangible changes in the behavior of security officers. Relationship : When photos of officers were shared, group members quickly provided detailed information, often sourced from personal connections. This included names, addresses, and personal history, effectively leveraging the close ties within the community to gather intelligence. Reach : The messages exposing security officers were disseminated through the private Facebook groups, which were accessible via Virtual Private Networks (VPNs) after the government blocked social media. The anonymity provided by these groups made it difficult for the regime to trace the organizers. Repetition: The women consistently repeated their message through various posts and discussions within the groups. They shared stories of successful exposure of security officers, encouraged continuous vigilance, and used trusted members to spread the message further. This repetition helped reinforce the idea that the security officers were not invincible and that their actions had consequences within their own communities. The results were significant: The security officers, once confident in their anonymity, began to fear exposure. Reports surfaced of officers hiding their faces in public, and some were even chased out of their neighborhoods after being identified. The momentum created by these actions contributed to the overall pressure on the regime, leading to widespread participation in the protests and the eventual downfall of Bashir's government in April 2019. Read more: Ali, N.M. (2019) Sudanese women's groups on Facebook and# Civil_Disobedience: Nairat or Thairat?(Radiant or revolutionary?). https://www.cambridge.org/core/journals/african-studies-review/article/abs/sudanese-womens-groups-on-facebook-and-civildisobedience-nairat-or-thairatradiant-or-revolutionary/BC66DCA737353C5C6BB9154279E2A50A Sudanese women at the heart of the revolution: https://africanfeminism.com/sudanese-women-at-the-heart-the-revolution/ In 2018, Pakistan’s parliament passed the Transgender Persons (Protection of Rights) Act, a groundbreaking law that allows individuals to self-identify as transgender and have this identity recognized on official documents. The law also prohibits discrimination against transgender people, known as Khawaja Sira in Pakistan, and affirms their rights to participate fully in democratic life, including to vote and take part in public office. Under this bill, the state is obligated to ensure their protection, through "Protection Centers and Safe Houses" — along with separate prisons or other places of confinement. The Khawaja Sira community spent years building a broad coalition including members of the feminist movement, human rights lawyers and other community activists. They carefully considered different routes to build champions and trusted messengers across key elements of the state and societal system. This involved the five steps of engaging communities: Review : The campaign identified the key networks within Pakistan's societal and political landscape that could influence the passage of the bill. This included: Parliamentarians Faith leaders Key media The general public. Risk and Reward: Syed Naveed Qamar, a member of parliament, became a key champion, supported by several senators. As the campaign developed, the social reward for these parliamentarians was significant—they could be seen as defenders of human rights and equality. However, the social risk was also high, particularly in a conservative society where support for transgender rights could be seen as controversial. Relationship : The campaign took time to build relationships early in the process, such as with faith leaders . Although there were some faith leaders who opposed the idea, the Council of Islamic Ideology, a constitutional body that advises parliament on laws offered their support, particularly in terms of its relationship to upholding rights set out within Sharia Law. Reach : Activists focused on igniting dialogues in the media on the lived experience of the Khawaja Sira community and the multiple forms of discrimination they were facing. These dialogues brought attention to their historical and cultural significance in the region; as well as the urgent need to break stigma, discrimination and violence towards them and uphold their basic rights. Repetition : By building alliances with the feminist movement, parliamentarians, and faith leaders who would speak out themselves , the campaign was able to tap into a general public sentiment, since proven in research, that transgender persons should not be subject to such violence and discrimination. What came next The Khawaja Sira co-designed the Bill, which Pakistan has now passed as an Act Although it will take some time to evaluate the impacts of the bill on the rights of the Khawaja Sira communities across Pakistan, there has certainly been greater visibility of their leadership in politics and institutions since. In the 2024 general elections, 3,000 transgender voters were registered on the electoral roll and three transgender women independently contested.* However, research shows that addressing the widespread marginalization and violence towards them is a much longer term challenge.** Further, in 2023, the Federal Shariat Court of Pakistan declared elements of the Transgender Persons Act incompatible with Islamic principles, and it is now subject to a public debate, where defense by members of different communities, including political, grassroots, faith leaders and media is key.*** Footnote: *https://www.undp.org/pakistan/publications/journey-mapping-transgender-political-candidates **https://www.thedailystar.net/opinion/geopolitical-insights/news/pakistan-elections-2024-widespread-exclusion-the-trans-community-3538386 *** https://tribune.com.pk/story/2378007/law-minister-defends-transgender-act ; https://www.theguardian.com/world/2022/nov/20/pakistan-trans-community-steps-out-of-shadows doxing abusive police, sudan transgender persons protection of rights act, pakistan, 2018 Story: doxing abusive police, sudan Story: transgender persons protection of rights act, pakistan, 2018 Tool: networks matrix Tool: networks and ripples Plot on the ocean chart the networks you have identified. Start the network from the deepest level they are influencing information (deep narrative / narrative / stories / interactions / messages). Where will you prioritize your efforts, when and how?

SECTION 2: E QUILIBRIUM CHAPTER 5 - SYSTEMS DO NOT DIE Change the system’s vision to rebalance it. Campaigners often rush towards their goals, not realizing it is a long journey. Citizens vote for new leaders, expecting big changes, but often see little improvement in their lives as new officials grapple with the same old system. We too often look in the wrong place to find our way to system change. We recommend setting a Guiding Star as a vision or aim for the system we are trying to change. A Guiding Star means that a healthy system is in place, with the why, who, what, and how in place that helps maintain itself. An example of a Guiding Star for a society is a government that citizens trust and in enacting this trust they vote at general elections - showing their support for structures like the rule of law. The system would be at risk if many citizens rebelled against these structures. Strategies to achieve a Guiding Star should address a scarcity mindset and promote empathy and collective values. “The civil rights movement tended to be focused on integration, but there were those who said, "We don't want to assimilate into a sinking ship, so let's change the ship altogether." - 2014 interview in Conversations with Angela Davis Edited by Sharon Lynette Jones (2021) (Referring to the emergence of the Black Panther Party) story: “We… hereby decide to build a new form of public coexistence, in diversity and in harmony with nature, to achieve the good way of living.” - Constitution of Ecuador, 2008 story: the salt march, india, 1930 tool: star setting We recommend setting a Near Star as a 5-10 year major outcome that shows us we are on track to achieve our Guiding Star or vision. This is a major step towards achieving your vision. A Near Star means that conditions for a healthy system are in place. An example of a Near Star is an easy voting process. The system would become unstable if this process was not in place. Campaigners are used to setting a vision and then Specific, Measurable, Achievable, Realistic, and Time-bound (SMART) goals. This approach builds from this foundation, adapting it for a systems mindset. First, it is important to understand that systems do not die. Every system already has a Guiding Star showing it is in good health, and a Near Star showing what needs to happen for it to remain healthy. So, start by understanding how the system(s) operate today and then determine how you would like to see them evolve - rather than setting visions and SMART goals assuming a static starting point and a blank page. The tool in this Chapter shows how to identify the existing Guiding Star and Near Star for the system, and how to identify new stars to replace them. For much of the 20th century Bolivia and Ecuador adopted economic policies based on advice from Washington, the World Bank and the International Monetary Fund (IMF). By the mid-2000s, the extraction and sale of their natural resources by multinational companies had left many Bolivians and Ecuadorians in poverty. Progressive movements in each country brought together coalitions representing Indigenous movements and left-leaning white working-class people. These movements recognized the stability in community that Indigenous peoples had established long before country borders were drawn. This could be a new Guiding Star to ensure their societies and environments could thrive. This focus on the collective rather than the individual was rooted in the Quechua vision of “sumac kawsay,” meaning “the fullness of life, living in community and harmony with other people and nature.” The Quechua practiced their stewardship of nature, by only taking what they needed from their environment, focussing on helping nature to stay in balance. Evo Morales, an Indigenous leader in Bolivia, and Rafael Correa, a middle-class intellectual in Ecuador, won elections based on the idea that they would restrict the extraction of natural resources and reinvest a large portion of the profits to fight poverty and inequality. In 2008, Ecuador established the Guiding Star of “buen vivir” (a Spanish phrase, based on sumac kawsay) as a cornerstone of its constitution. In 2011, Bolivia passed the Law of Mother Nature, the world’s first national legislation to bestow rights to the natural world. The reforms changed the idea of development, prioritizing “ecological balance over relentless growth.”* Were systems fully and effectively reformed based on these new why guiding stars? No. But it is still relevant to consider as an example of one key step towards enacting system change Sources (formal sourcing): *Rapid Transition Alliance: https://rapidtransition.org/stories/the-rights-of-nature-in-bolivia-and-ecuador/ Guardian article: https://www.theguardian.com/sustainable-business/blog/buen-vivir-philosophy-south-america-eduardo-gudynas Under British colonial rule, in 1930 India was gripped by a growing demand for independence. Mahatma Gandhi, the leader of the Indian independence movement, decided to challenge the British monopoly on salt production, which forced Indians to buy salt exclusively from the government. Gandhi’s Near Star was not just an objective to defy the salt law, but to use this act as a catalyst to unite the Indian population in a mass movement against British imperialism. His Guiding Star was to gain India's independence through nonviolent civil disobedience, rather than merely achieving minor policy changes. He took learnings from other Indians who had practiced ‘Satyagraha’ - to resist by non-violent non-cooperation with oppression. “For Gandhi, satyagraha, the force of truth, was the force not to cooperate with unjust laws that called for a ‘no’ from our deepest conscience”. Gandhi organized the Salt March, a 240-mile trek to the Arabian Sea, where he symbolically broke the salt laws by making salt from seawater. This act of defiance sparked widespread civil disobedience across India, leading to the arrest of over 100,000 people. The campaign was able to bring the British to the negotiating table, resulting in the 1931 Gandhi-Irwin Pact, but this seemed to deliver limited concessions. Many within the Indian National Congress felt disillusioned, believing that Gandhi had settled for too little—only minor exceptions to the salt law and the release of some political prisoners. Although the immediate gains from the Salt March appeared modest, Gandhi saw the bigger picture and stayed true to his long-term aim. He understood that the symbolic victory of forcing the British to negotiate with an Indian leader on equal terms was a significant moral and strategic win. This shifted public opinion and built the capacity of the Indian independence movement for future struggles. The campaign also demonstrated the power of nonviolent resistance, inspiring mass mobilizations that would eventually lead to India's independence. Gandhi's ability to focus on his Guiding Star, rather than getting sidetracked by the immediate, lesser objectives, ultimately helped dismantle British imperial rule in India. Read more: Shiva, V. (2021). Satyagraha: The Highest Practise of Democracy and Freedom . Social Change, 51(1), 80-91. Sharma, A. (2015) Gandhi’s Non-Violent “Raid” During the Salt March . buen vivir, bolivia and ecuador Story: Buen Vivir, Bolivia and Ecuador Story: the salt march, india Tool: star setting Take a piece of paper and plot the guiding star and near star of the system you want to change in the top left-hand corner. Then plot your campaign's guiding star and near star in the top right. Both need to be inspiring, meaningful, and compelling. As Donella Meadows says: “Good systems goals - the guiding stars and near stars of the world, the system we want - require: Going for the good of the whole Expand time horizons Expand thought horizons Expand the boundaries of caring Celebrate complexity

SECTION 1: N AVIGATION CHAPTER 15 - DECISIONS ARE LEARNED Triggering the right mental shortcuts and biases can make anyone take a decision. We are all decision-makers, but none of us are 100% rational. On average we make more than 35,000 decisions every day.* Our brains use thinking styles and develop mental shortcuts and biases to reduce the amount of deep thinking we do and to make our lives livable. These become habits that we live by: Thinking styles: Thinking fast (instinctive, emotional) and thinking slow (more deliberative and more logical).* Our aim in influencing is to trigger our target to take a fast decision, and minimize slow thinking including weighing up the cost-benefit or probabilities around decisions and actions.** Mental shortcuts: We develop mental shortcuts to reduce complexity and make decisions quickly. They are subject to internal factors (emotions, intuition, memory related to the decision), and external factors (type of choices available, competing objectives, culture around the decision). Bias: An illogical discrimination between two pieces of data. We also learn thinking styles, shortcuts and biases from family, friends, colleagues and even enemies. Polynesian navigators passed down the wisdom to track the rise, fall and location of the sun and stars. They also learned to take land-dwelling birds with them on ocean journeys. The navigator would release the birds if they believed they were near land. If the bird did not return, the navigator knew that land was close. From a systems perspective, it is most impactful to shift a narrative that will influence thousands of small decisions. However every action to shift that narrative requires us to trigger the mental shortcuts and biases already in place with those who have power over those narratives. It is far easier to trigger an audience’s existing mental shortcuts and biases in order to shift their habits, rather than overwhelm them with hard choices. We can influence someone to pass on a message the way we want by understanding their feeling, thinking and acting habits. This Chapter shares how people make decisions so we can identify how to get them to do the actions aligned with our theory of change. You may find yourself questioning which key stakeholders should really be the target of the campaign. Footnotes: *Daniel Kahnemann explains these two forms of thinking (Systems 1 and Systems 2). Kahneman, Daniel “Thinking Fast and Slow,” 2011. ** Weighing up cost-benefit and probabilities is called Bayesian decision-making. “We do not see things as they are, we see them as we are.” - Anaïs Nin concept: story: In the early 1990s, Bogotá was a city paralyzed by corruption, chaos, and dangerous traffic conditions. Antanas Mockus, the newly elected mayor, faced the challenge of transforming this dysfunctional system. Mockus could see that the city was stuck in a vicious loop of corruption, impunity and mistrust. Public trust in the corrupt traffic police force was low - when traffic police attempted to enforce the law, the public disobeyed, creating more chaos on the road. So the Mayor removed the existing traffic police from the system, and added a virtuous loop of collective accountability and civic engagement: Mockus disbanded the entire traffic police force. He offered to rehire the officers—but as mimes, who would use humor and social pressure rather than coercion to influence driver behavior. He empowered Bogota citizens by distributing 350,000 “thumbs-up/thumbs-down” cards, enabling them to express approval or disapproval of traffic behavior directly. The mimes, through their non-verbal communication, highlighted the absurdity of traffic violations, encouraging drivers and pedestrians to follow rules not out of fear, but out of a shared sense of responsibility. Mockus cleverly triggered fast thinking, leveraging mental shortcuts and biases to reshape behavior and reduce traffic problems: Affect (Emotion): Mockus used humor to engage the public emotionally. By replacing corrupt police officers with mimes who used playful gestures to enforce traffic rules, he tapped into the positive emotions of surprise and amusement, making people more receptive to following rules. Authority: Although unconventional, the mimes became perceived as figures of authority. Their presence and antics were a novel way of reinforcing traffic rules without traditional enforcement, which the public had lost trust in. Mockus also empowered citizens by giving them “thumbs-up/thumbs-down” cards, making them feel authoritative in judging traffic behavior. Availability and Familiarity: Mockus capitalized on what was familiar and memorable. Traffic violations, once ignored, became absurdly visible through the mimes' exaggerated reactions, making them unforgettable. The citizens’ cards, readily available in their hands, allowed immediate feedback, embedding the new behavior in daily routines. Aversion to Loss: Mockus understood that people are more motivated by the fear of loss than the prospect of gain. By removing the corrupt police force and replacing them with mimes, he reduced the perceived "loss" of being unfairly treated or fined, encouraging compliance. Anchoring: The first interaction with the mimes, who ridiculed violations in a light-hearted manner, became the anchor for future behavior. This initial experience set a new standard for how traffic rules were perceived and followed. Similarity and Safety: The mimes represented something non-threatening and relatable—people in the community enforcing rules in a safe and humorous way. Citizens felt safer complying with these figures rather than with corrupt police officers. By utilizing these mental shortcuts and biases, Mockus effectively bypassed the need for slow, deliberative thinking. Instead, he steered the public towards quick, instinctive decisions that led to safer, more cooperative behavior on Bogotá’s streets. His strategy was highly successful, reducing traffic fatalities by over 50% and transforming the culture of the city’s streets from one of lawlessness to one of mutual respect and shared responsibility. Read more: https://www.nytimes.com/2015/07/17/opinion/the-art-of-changing-a-city.html Humans tend to use two thinking styles: Fast (System 1): Instinctive, emotional. Our influencing should steer targets towards this Slow (System 2): Deliberative, logical. Our influencing should minimize this. Slow thinking requires rational checks. We weigh up cost-benefits (what do we have to give up, and what do we gain) and probabilities (how likely is something to happen). Skilled strategic communicators deliberately trigger mental shortcuts and biases in an audience to guide them toward fast or slow noticing, consideration and decision. In our modern lives most of us are flooded with information. As a first step, therefore, a communication must break through the noise and be noticed (repeatedly). Mental shortcuts that guide noticing: Allocation of attention: Spread, volume, repetition by familiar channels, sense of surprise all increase the likelihood of attention. Urgency: Urgent rather than important threats, events, or opportunities. Proximity: Relevance to someone’s family, community, work, hobbies or life priorities. Mental shortcuts that guide consideration: Angle: The framing - the context and perspective through which information is presented. Affect: Information that inspires strong positive or negative emotions. Availability: The information already in your memory or experience. Anchoring: The first information accessed on the subject. Authority: Communication from a trusted or authoritative channel and messenger. Aversion to loss: The perceived risk of loss (pain is twice as powerful as gain).* Average: Likelihood of an event or fact based on a preconceived notion or memory. Biases that guide consideration: Similarity: The preference towards what is similar to that which you are used to. Expedience (confirmation bias): People prefer information that confirms their values and does not overly challenge their understanding of the world. Experience: Preferring what we have experienced in the past. Distance: Preferring what is close to them physically or recently. Safety: Preferring what seems safest to them or what has already been proven to be safe. Biases that guide decision-making: Optimism: The overestimation of your abilities. Illusion of control: The overestimate of your control over events. When defining and delivering a communications strategy for influencing a decision maker or target audience, consider how to share the framing, stories, and messages to take advantage of these mental shortcuts. If you study great communicators and communication materials - be they emails, TikTok posts, elected officials speeches, or issue campaigns - you will see that these are clearly at use. For example, communications might be from an influential messenger (Authority) sharing an emotional powerful story (Affect) about a scary risk (Aversion to Loss) and a very accessible familiar solution (Familiarity). How can you shape your communications strategy to do the same? Where possible you may consider how to reach your target audience in a position where they need fast thinking, and trigger the mental shortcuts and biases that will appeal to them and move them to do what we want. At the same time, it is however important that we check our own logic before we engage them, so we avoid triggering unconscious bias that is culturally insensitive. Further reading: For more on the five SEEDS of bias see the NeuroLeadership Institute: https://neuroleadership.com/your-brain-at-work/seeds-model-biases-affect-decision-making/ For a more complex take on influencing behaviors, see the Behavioural Insights Group report here . replacing cops with mimes, colombia thinking styles, rational checks, mental shortcuts & biases Concept: thinking styles, rational checks, mental shortcuts and biases Story: Replacing cops with memes, colombia Tool: navigation and persuasion tool: navigation & persuasion Once you have read through the rest of this Navigation Section, you can bring your strategy for reach and communications together. Use the flowchart here as a guide. Route : One by one, select the most powerful decision-makers in the system and plot the route to reach them. It is likely that there will be more than one decision-maker and more than one route to reach them. It is also likely that some routes will need re-planning. Remember, each person on that route is also a decision-maker. For each decision-maker on that route, consider: Outcome: Decide on what you want the decision-maker to do. Narrative: How might you appeal to the existing narrative in the system while cultivating your own counter-narrative? Focus on a consistent topline deep narrative, while allowing different people to tell stories in varied ways. This approach will help shift the narrative more effectively. Motives: What are the needs and motives of that decision-maker we need to appeal to? Network: What networks, groups or communities do they draw value and belonging from? How can your message resonate with them so that they are likely to adopt it? Messengers: Which media and other messengers does the decision-maker most trust? What does your message need to say in order for that messenger to pass it on? Values: Which of the four values frames will most likely get the decision-maker to act? Mental shortcuts and biases: Which mental shortcuts and biases will ensure the decision-maker acts quickly? Decision: Are we sure the decision-maker’s action will be the one we want? Emergence: How might our actions and those of the network, messengers and the final decision-maker play out in the system? What else might emerge that we need to consider? Could the decision create a new kind of bias that we need to consider?

SECTION 1: S TORMS CHAPTER 18 - FLEXIBILITY IS PERSEVERANCE Four strategies to handle any crisis or opportunity. Animals respond to storms based on what they know and by working together. Humans do the same. In Bangladesh, villagers are creating floating vegetable gardens to protect their livelihoods from flooding; while in Vietnam, communities are helping to plant dense mangroves along the coast to diffuse tropical-storm waves.* Animals respond to storms based on what they know and by working together. Humans do the same. In Bangladesh, villagers are creating floating vegetable gardens to protect their livelihoods from flooding; while in Vietnam, communities are helping to plant dense mangroves along the coast to diffuse tropical-storm waves.* When organizations encounter a crisis or opportunity, it is far better to work with the storm rather than confront it head-on. Organizations sometimes plan for a crisis, but rarely for opportunities. Disaster response mechanisms often center on prevention, mitigation, preparedness, response and recovery. We propose here a flexibility tool with four strategies inspired by animal responses to storms. Sidestep : Work around the edges of the storm to find your own way to survive or benefit. Adapt : Change your location, focus or strategy. Shelter : Stay quiet until the storm passes. Charge : Increase your efforts to be heard above the noise. These strategies can help you: Respond and make the most of a storm. Overcome the possible impact of a storm. Create a storm that forces your opponent to respond in some of these ways. Plan out these strategies before starting your campaign (you can practice them with the Simulation is Prevention tool in Chapter 19): Sources :* https://www.un.org/development/desa/Indigenouspeoples/climate-change.html “Falling might very well be flying – without the tyranny of coordinates.” - Bayo Akomolafe story: gezi park iftar, turkey story: the pinjra tod movement, india story: tool: storm strategies Step 1 Profile the storm as a system (you may have already done this in the first Chapter in this Section). Again, profile the deep loops maintaining it: Why : What are the values underpinning the power of this storm? How is it changing the values of the wider system, or your organization? Who : Who is driving this storm, setting the rules for how it operates? How is this changing the relationships that drive the wider system, or your organization’s key relationships? Where : Where does information flow enabling the storm to thrive? How does this intersect, boost or interrupt the information flows within the wider system or your organization? How : How does the storm work in practice? How does this affect the wider system’s operations and your own? What : What are the basic inputs and outputs of the storm? What do we see publicly? How does this intersect with the wider system, and your own inputs and outputs? Deep loop : What is the deep loop maintaining the storm? Is it stabilizing, stagnating, vicious or virtuous? What effect does this loop have on the wider system and your own campaign? Step 2 Explore the different strategies you could take with the storm. Label your approaches alongside the relevant Strategies on the storm chart. Note: Sometimes you may need to use a different strategy from the one shown on the storm chart. Sidestep : What are the boundaries of the storm? Can we turn elements of the storm to our advantage? Who might we need to work with to sidestep successfully? Adapt : Do we need to change our approach or campaign target? Could we change our message, navigation, target relationships to destabilize the storm or its narrative? Should we change the channels we use to communicate, or collaborate and work through new allies who can impact where we no longer can ourselves? Shelter : Is it safe to wait out the storm? How long do we think we need to wait this out? What is the cost of not acting or responding, compared with the cost of doing so? Charge : What resources do we need to step up our efforts? With whom could we collaborate for greater impact? What interventions could turn stagnating to stabilizing? What interventions could turn vicious to virtuous? In 2013, Istanbul’s Gezi Park became the epicenter of protests against an urban development plan that sparked widespread demonstrations across Turkey. The movement united diverse groups, including secular and observant Muslim anti-capitalist protesters. During the holy month of Ramadan, Turkish authorities attempted to weaken this alliance by cracking down on the protesters, hoping to exploit the religious differences between them. The protesters faced a critical challenge: how to maintain their unity in the face of government efforts to divide them, particularly during Ramadan, when Muslim protesters were fasting. The task was to prevent the authorities from using religious observance as a tool to break the solidarity of the movement. Sidestep: In response to this challenge, the anti-capitalist Muslim protesters decided to use the opportunity of Ramadan traditions to build more inclusion and unity across the groups: They invited all protesters to join them for Iftar, calling it an ‘earth table’, inviting everyone - from those from all perspectives and practices - to dine together at the ground in collective solidarity. The Iftar was held in the heart of the protest area, stretching from Istiklal Street to Taksim Square. People brought simple dishes, symbolizing their shared struggle against capitalism, and people came in their authentic selves, religious or non-religious, modest or secular. The gathering transformed into a powerful demonstration of solidarity, which not only defied the authorities’ attempts to divide them but also strengthened the unity of the movement. When the police ordered the protesters to disperse, the peaceful and united crowd remained steadfast, eventually causing the police to retreat. Results : The public Iftar was a turning point in the Gezi Park protests. By sidestepping the authorities’ attempt to fracture the movement, the protesters reinforced their unity and expanded their resistance from Gezi Park to Taksim Square and beyond. The event became a symbol of solidarity and resilience against capitalism, demonstrating that people could overcome their differences and stand together for a common cause. The spirit of unity that emerged from this moment was transformative, inspiring continued resistance throughout Istanbul and across Turkey. Read more: https://www.dw.com/en/remembering-gezi-during-ramadan-ground-dining-brings-together-anti-war-activists/a-19329255 and https://psa.ac.uk/sites/default/files/conference/papers/2014/RETHINKING%20THE%20SECULAR-ISLAMIC%20DIVIDE%20AFTER%20GEZI.pdf In 2015, Jamia Milia Islamia University imposed new restrictions on women hostellers, canceling night outs and enforcing curfews. In response, a student penned a powerful letter to the Vice Chancellor, sparking the formation of Pinjra Tod (“Break the Cage”, an autonomous women’s collective. Pinjra Tod faced the challenge of addressing deeply entrenched patriarchal norms that restricted the freedoms of women students, particularly in university hostels. Their task was to mobilize students across the country to challenge these norms and advocate for greater gender equality, focusing on issues such as curfew rules, moral policing, and discriminatory practices in educational institutions. They also sought to create a more inclusive and intersectional feminist movement that addressed the concerns of women from diverse backgrounds, including those from marginalized communities. Adapt : Pinjra Tod adapted by evolving its location, focus, strategy, and tactics: Decentralized Organizing and Replicable Approach: Decentralized structure helped nimbleness and adaptability : Pinjra Tod adopted a non-hierarchical structure, allowing for collective decision-making. By avoiding a single leader, they ensured equal ownership among members. This helped spread their movement to campuses across India. They built cross-movement solidarity by connecting struggles against surveillance, moral policing, and discrimination. This approach allowed the movement to resonate with women students nationwide, driving collective action. The movement also engaged women from different social groups , recognizing the importance of intersectionality and the inclusion of marginalized voices. However, this approach also faced challenges, as some members from tribal, Muslim, and Bahujan communities later expressed concerns about exclusionary practices within the group. Strategies and Tactics: The movement took nimble actions that a few members could organize quickly: Blockade : “Chakka jam,” blocking traffic to symbolize the immobilization of hostel curfews. Roaming : Night marches, climbing and even breaking hostel gates. Symbolism : Locked admin offices to mirror their own confinement. Adapting Tactics for Safety: Recognizing the risks, Pinjra Tod carefully balanced visibility and anonymity: Guerrilla tactics: Postering at night, graffiti, and strategic use of social media to avoid identification and retaliation. Volunteering for roles: Plans were made via WhatsApp groups, and during high-risk protests like the chakka jam, they assigned roles based on students’ comfort levels. Staying within certain rules: They conducted actions after 6:30 PM to avoid police arrests. They also covered CCTV cameras to protect participants’ identities. Expanding Through Alliances: Pinjra Tod received positive feedback and broadened its scope: Built alliances with non-hostellers, other student movements, and queer groups. Pinjra Tod effectively leveraged support from allies, including other student movements, queer groups, and the Delhi Commission for Women (DCW). The DCW’s support, in particular, helped challenge media narratives that portrayed Jamia as a minority institution justifying regressive rules. This support from the DCW inspired women from other universities, especially Delhi University, to organize under the Pinjra Tod banner. Organized joint events like ‘Humara Mohalla’ to address the challenges faced by women in the informal rental market, linking these issues to the broader fight for affordable and non-discriminatory accommodation. Pushing against intersectional structural oppression: These alliances helped the movement push universities to recognize the structural barriers affecting women’s education. Focus on Intersectionality and Broader Issues: Beyond addressing curfew rules, Pinjra Tod expanded its focus to sexual harassment, discriminatory dress codes, and the exclusion of women from public spaces. Pinjra Tod engaged in activities like Jan Sunwais (public hearings) to bring women’s voices to the forefront, discussing their experiences with discrimination and the flawed notion of safety in hostels. The movement also highlighted issues related to class, caste, and religious discrimination, challenging the dominance of Savarna (upper-caste) feminism and right-wing ideologies. Result : Pinjra Tod successfully transformed from a campus-based protest into a national movement challenging patriarchal norms in higher education. However, internal challenges regarding inclusivity and representation emerged, leading some members from marginalized communities to leave the organization, citing exclusionary practices by upper-caste members. Despite these challenges, Pinjra Tod remains a significant force in the fight against patriarchal oppression in Indian universities. The movement has been instrumental in reshaping the discourse on women’s rights, pushing for more inclusive and intersectional feminism, and inspiring other feminist movements across the country. Read more: https://haiyya.medium.com/pinjra-tod-4-important-movement-building-lessons-2e70902f0eb3 and https://armchairjournal.com/pinjra-tod-a-contemporary-feminist-movement/ and https://pinjratod.wordpress.com/ Shelter : Recognizing the futility of direct confrontation with the censors, online activists employed the shelter principle by quietly shifting their strategy to blockchain technology: An anonymous user embedded Yue’s letter into the Ethereum blockchain, a decentralized and immutable ledger that cannot be altered or deleted. This approach ensured that the story remained accessible, beyond the reach of Chinese censorship. Additionally, activists shared the blockchain link via QR codes and encrypted messages, further disseminating the letter while avoiding direct confrontation with the authorities. Result: The activists successfully preserved Yue Xin’s message on the blockchain, making it permanently available despite the ongoing censorship. By staying quiet and avoiding direct conflict until the story was securely encoded, they sidestepped the crackdown while ensuring the story could not be removed. This action not only protected Yue’s message but also demonstrated a new method of resisting censorship, inspiring other activists facing similar challenges. The use of blockchain became a symbol of resilience and innovation in the fight for free speech in China. Read more: https://www.rfa.org/english/news/china/blockchain-04272018110005.html#:~:text=Online%20activists%20in%20China%20employed,from%20China%27s%20tightly%20controlled%20internet . In 2018, Yue Xin, a final-year student at Peking University, sought to expose a decades-old rape-and-suicide case involving a former lecturer. Yue and seven other students filed a Freedom Of Information (FOI) request to the university, seeking transparency on the matter. However, the university and the Chinese government swiftly moved to suppress the story, pressuring Yue and censoring her message from the tightly controlled Chinese internet. Yue and her fellow activists faced a significant challenge: how to preserve and disseminate her story in the face of severe government censorship. The task was to ensure that the story could not be erased, even as authorities sought to silence it completely. stamping a #metoo story onto blockchain, china Story: Gezi park iftar, turkey Story: the pinjra tod movement, india Story: stamping a #metoo story onto blockchain, china Tool: storm strategies

SECTION 1: S TORMS CHAPTER 19 - FORESIGHT IS 20:20 You’re not prepared until you have practiced how you will respond. Trust can take years to build but minutes to destroy. Some crises hit suddenly, while others, like funding cuts or anti-immigration narratives, creep in slowly. “Plan for unpredictability. We should start from what needs to change and the barriers to change, and situate our efforts within that orbit, rather than imagining everything flows from what we do. From that we can identify a way forward. And then iterate constantly.” - Jim Coe and Rhonda Schlangen, No Royal Road story: concept: warning signs concept: building resilience concept: building resilience “The most common path to success is not raw innovation, but skillfully riding a wave of change.” - Richard Rumelt, Good Strategy Bad Strategy tool: early warning systems Agree responsibilities: Review your Storm chart. Add monitoring responsibilities on Post-Its to the outer ring as shown here with names for your team who will be responsible - we suggest rotating this. 1. Set baselines: Set up a thermometer to rank the threat levels. Ask yourself the following questions to help you. 2. Developmental storms: How often do you want to see your organization mentioned and in which media? Do you want to see a positive article every month, or is that not important? How will you stay in touch with staff opinions on your work, ensuring that staff feel their views are valued? How will you celebrate actions taken? What would you like to know from key audiences? Could you carry out an annual survey? Are there quick ways to check in on these views? 3. Situational storms and Existential storms: When will a threat or opportunity become serious for you? Who could you work with to handle it? How might you need to pivot? tool: simulation & prevention Gather a group of at least 6 people in 1-2 rooms (with laptops) if you can. Include trustees or volunteers if you need to - it is important you have a big enough group. Pick a crisis or opportunity from those most likely to happen to you, for example a widespread mainstream media and social media attack on your organization, or a million dollar donation from a celebrity. Write it out in 2-3 sentences. Make sure it has serious implications for the communities, your organization, and the communities you work with. In a group, allocate roles as follows: One person to coordinate the session and timekeeping One person to represent an aggressor or duty bearer (e.g. extractive company CEO) One person to represent an enforcer (e.g. government decision-maker) One person to represent two or more journalists One person to represent members of the public, trolls, and rights holders One person to represent your organization or campaign In real time, the coordinator will: Start the clock Announce when there is a new event or headline that people have to respond to Tell individuals playing roles that they need to act or respond It is for each of those people to decide what to do and how to respond. Next take a 20 minute break and debrief on what you learned from the exercise. What surprised you? What scenarios do you need to prepare for and how? In natural ecosystems, dolphins detect changes in water salinity and birds sense air pressure to know when a storm is coming. We need a similar system to monitor the early signs that a crisis or opportunity is coming, and we also need to rehearse what we will do when the storm comes. We recommend: Using the storm chart section on What to monitor to look for warning signs Creating a thermometer to rank the severity of crises and opportunities, and identify when to monitor / prepare / respond / pivot. Likewise, the foundations of a strong campaign or organization lie not just in planning but building a supportive culture . This strengthens our resilience as well as our ability to use the four strategies for storms and our ability to pivot quickly. Some organizations advocate for resilience organizing as opposed to campaign organizing - prioritizing resilience, culture and movement strength are equally as much as the external change you seek.* We recommend you look at your campaign or organization as a system, look for warning signs of storms, and build resilience as follows: Generations of community knowledge and practice have helped people survive and adapt to natural disasters. During the COVID-19 pandemic, the Inga community in Colombia used their strong community networks to organize harvest distribution based on families' locations, helping them cope with movement restrictions.** Campaigners should always be prepared for crises or opportunities. Good crisis management is 90% preparation. By practicing key scenarios, campaigners can build resilience and adaptability. Organizations often plan for crises by writing down a full risk register but rarely do so for opportunities. Some evaluators suggest a "pre-mortem"—imagining the campaign failed a week after launch and asking what went wrong. We propose going one step further. After understanding the system (Section 1), creating a storm chart (Chapter 15) and understanding good internal and external stakeholder responses (Section 3) - run a “role play” exercise in real time for every key threat and opportunity. Discuss which of the four strategies from Chapter 18 you may need. We recommend the following principles inspired by resilience practices in your rehearsal: Practice collectivism : Share resources and learn from others affected. Stay connected : Set up alternative communication methods if usual ones fail. Hybrid networks that combine instant messaging together with physical leafleting can reach further. Protect critical connections: Support older people, women, and others to keep communities together. Find goodness and tap into traditio n: Make time for positive activities like games or music. Take the long view: Do things today that will help in the long term. Read more: More steps you can take: https://www.theguardian.com/commentisfree/2017/jun/20/authoritarianism-trump-resistance-defeat Steps you can take include: building and funding a support network of allies - see Solidarity Uganda’s rapid response system here: https://mobilisationlab.org/resources/creating-a-rapid-response-system/ How disinformation works effectively and how newsrooms can copy that: https://www.niemanlab.org/2018/11/whats-disinformation-doing-right-and-what-can-newsrooms-learn-from-it/ Sources: *Read more on resilience-based organizing from the US-based Movement Generation Justice and Ecology Project here: https://commonslibrary.org/propagate-pollinate-practice-curriculum-tools-for-a-just-transition/ **https://www.ifad.org/ar/web/latest/-/story/indigenous-knowledge-and-resilience-in-a-covid-19-wor-1 The mass production of palm oil in Indonesia has raised major concerns across local communities and the human rights and environmental movements due to large-scale land conversion and loss of forests. Environmentalists have also become concerned by traceability and social aspects like labor rights in palm oil supply chains. Every year during political moments and the forest fire season (the peak is usually July to September), palm oil becomes a high profile media issue. The palm oil industry has been very successful in using Public Relations (PR) to create a developmental storm (see the Storm Chart earlier in this Chapter and Section) at this time to influence Indonesian public debate to support their work. Indonesian civil society articulated a need to build collectivism and resilience to better influence and then shape the public debate about palm oil. Civil Society communicators identified the organized and consistent PR strategies used by the palm oil industry: Warning signs: Where: Business and economics media and social media featured many palm oil articles and stories. Who : Government officials and academics were key spokespersons. Who : The main narrative was usually shaped by those in power and tied to economic development , positioning palm oil as a commodity that reduces poverty and provides jobs for people and smallholder farmers. Why : The deep narrative was nationalism in the face of foreign interference Highlighting how the palm oil industry has been the pride of Indonesia, Framing a “false choice” that NGOs or foreign countries) who “criticize” the industry are foreigners trying to harm the palm oil business / trying to ‘dictate’ what Indonesia should do. Civil society developed campaigns together in advance of the peak forest fire season that could prevent some of the palm oil industry’s rhetoric dominating media: Resilience strategies to help organizations simulate scenarios to charge, sidestep and adapt: How and What: Showcase stories of local communities to add more perspective of what happens in practice, to counter the current narrative that highlights the economic aspect and benefits for smallholder farmers. Who: Partner up with academics to have credible and curated data in hand, to debunk and question the claim made by the companies Why: Develop counter-narrative that also use the economic and nationalism angles, and engage with the business community to find a way for them to tell stories linked to this counter narrative. Knowing the momentum and tactics of the palm oil industry have been key to preparation that will make their storms easier to handle. This helps Indonesian civil society to build resilience and monitor for when the storm hits. identifying palm oil company strategies, indonesia Concept: warning signs Concept: Building resilience Story: identifying palm oil company strategies, indonesia Tool: early warning signs Tool: Simulation and prevention

STORIES for those who prefer a chronological approach to learning. SECTION 1: SYSTEM HELP DELHI BREATHE, INDIA THE BENTLEY BLOCKADE, AUSTRALIA THE CHIPKO MOVEMENT, INDIA PLANTING BANANA TREES TO SHAME AUTHORITIES, ZIMBABWE VIOLENCE DURING THE TUNISIAN REVOLUTION THE ENDSARS MOVEMENT AND THE FIGHT TO END POLICE BRUTALITY, NIGERIA GREENWASH ALLOWS GLOBAL PLASTIC POLLUTION INCREASE CREE CAMPAIGN AGAINST JAMES BAY HYDRO ELECTRIC, USA THE SUCCESSES OF THE COLOMBIA TRUTH COMMISSION CHALLENGES OF THE COLOMBIAN NATIONAL REFERENDUM BOLIVIA'S WATER WAR SECTION 2: EQUILIBRIUM BUEN VIVIR, BOLIVIA AND ECUADOR THE SALT MARCH, INDIA FEMINIST LEVERS/LOOPS IN MOBILITY TRANSFORMATION, INDIA IDLE NO MORE, CANADA PROTESTS AND UPRISING LOPS IN THE MIDDLE EAST SECTION 3: NAVIGATION WOMEN USE ANLU FOR CHANGE, CAMEROON MINISKIRT MARCH, ZIMBABWE DOXING ABUSIVE POLICE, SUDAN TRANSGENDER PERSON PROTECTION OF RIGHT ACT, PAKISTAN MEATLESS MONDAY CAMPAIGN, BRAZIL TARGETING COMMUNITIES THROUGH MEDIA AND MESSENGERS RELIGIOUS VALUES AND CLIMATE CHANGE, INDONESIA REPLACING COPS WITH MEMES, COLOMBIA RACIST PUBLIC HEALTH RESPONSE, AUSTRALIA PANTIES FOR PEACE CAMPAIGN, MYANMAR SECTION 4: STORMS STOPPING ARMS TRANSPORTATION TO ZIMBABWE GEZI PARK IFTAR, TURKEY THE PINJRA TOD MOVEMENT, INDIA IDENTIFYING PALM OIL COMPANY STRATEGIES, INDONESIA DEALING WITH GOVERNMENT CRACKDOWN, INDIA INDIGENOUS LAND RIGHTS MOVEMENT, THE PHILIPPINES STAMPING #METOO ON BLOCKCHAIN, CHINA SECTION 5: ENERGY BELL BAJAO CAMPAIGN, INDIA CREE CAMPAIGN AGAINST HYDRO ELECTRIC PROJECT, USA

SECTION 3: N AVIGATION introduction Purpose : Learn how to navigate narratives, reach and activate people within the system. Guide : Read this before you choose a strategy. Polynesians crossed the ocean by using the relative positions of sun, moon, stars and waves, rather than just using strength or willpower. Similarly, to change a system we need to understand how to reach and activate people, rather than relying on fixed tactics. For that reason, plan your communications approach before deciding on tactics. This Section uses a water chart to help us plan how to influence others. The Chapters are: Narrative is water: To activate stakeholders, understand the narrative flows in the system, where counter-narratives exist, and how to use them. Needs are motives: Every creature on the water has a reason for its direction. Identify the needs and motivations of each stakeholder to plan how you will shift the system. Networks are currents: Communities and groups are currents that help people connect and belong. A strong network moving in a new direction will carry its members further. Values are bedrock: Our values define our worldview and rarely change unless we experience a life-altering event or as our life stage changes. To activate someone, frame your message to resonate with their values. The messenger is the message: Swells are recurring currents in the ocean. In a system, swells are the media or people we listen to most. A swell that consistently communicates a message aligned with someone's values is most likely to be heard. Decisions are learned: People develop mental shortcuts and biases that help them make decisions. Frame your message to trigger specific shortcuts and biases. Emotion is oxygen: Human emotion is essential for decision-making. Every counter-narrative needs a powerful idea or metaphor to activate others. section summary Key Takeaway Profile the narrative context, key audiences and how to reach and activate them before you develop your tactics. Key Questions What are the dominant narrative and signs of counter-narrative flowing through the system? Which elements of that counter-narrative can you cultivate? What are the needs and motives of the relationships you need to influence, and of the people you need to activate? Which are the strongest communities or networks that your targets are a part of? Who are the most influential members of that community that need to adopt behaviors to influence your target? Who are the messengers that your target relies upon for information? How can you pitch to these messengers? What is the set of values that you need to frame your message to convince each target? Which mental shortcuts and biases will you trigger to convince each stakeholder to act? How will you use emotion throughout your communications to get your audience at each stage to act? Key Tool(s) Ocean chart and ripple chart

Contributors Uncommon Sense was made possible because of the over 120 climate communications specialists from over 20 countries offering their wisdom and experience. The following are the writers and editors who turned that into the lessons and sharable knowledge in Uncommon Sense. HUGH MOUSER A systems coach, campaign strategist and strategic communications leader, Hugh believes in the power of people, movements and organizations to think creatively and transform the world. Hugh has spent 20 years leading teams and building multi-country social and environmental justice organizing programs for NGOs from Greenpeace to Oxfam. An ICF-accredited coach, Hugh has helped leaders from across the corporate and non-profit sectors to achieve their goals from starting new businesses to winning campaigns. Hugh led the campaign that made age discrimination illegal in the UK, managed Greenpeace and Oxfam digital strategies that mobilized millions and secured climate commitments from Procter & Gamble and Kellogg, introduced Global Witness’s first successful planning toolset, and co-created a record-breaking anti-racist ActionAid crowdfunder with activists in Ghana. Hugh is passionate about biomimicry, complexity thinking and indigenous methods of inquiry. He is fluent in Spanish and Portuguese and is a committed intersectional feminist who believes in building sustainable and transformative movements. MATT DAGGETT Founding Director of the Strategic Communications Initiative for the Climate and Land Use Alliance (CLUA). An accomplished philanthropic and non-profit leader with an expertise on environmental issues, strategic communications, global campaigns, and organizational governance. Mr. Daggett brings extensive experience managing teams and working with partners in Latin America, SE Asia, Europe, the US and Central & East Africa with a focus on catalyzing change towards more just, sustainable food, forest, and land use systems. Prior to joining CLUA, Matt was the Global Campaign Leader for Forests at Greenpeace International. In this role, he guided global teams advocating for forest conservation and Indigenous Rights protection in the Amazon, Congo Basin, Indonesia, and Northern Boreal forests. Previously, Matt served as the Strategy Director for Greenpeace USA, an Associate Partner at Dalberg Global Development Advisors, and a Consultant at the Boston Consulting Group in London. Matt earned an MBA at Oxford University in the UK and a BA in Government from Harvard University in the USA. DR. AMIERA SAWAS A feminist researcher and advocate who works at the intersections of climate change, gender justice, public participation and the social contract. Amiera has almost 20 years experience working on these issues across academia, the private sector, think tanks and NGOs, with her most previous roles at Climate Outreach, ActionAid and the Grantham Institute for Climate Change at Imperial College. Amiera has a PhD on water and human rights in Pakistan and is a contributing author to the IPCC sixth assessment report on gender and climate security. As a person of both Syrian and Irish heritage, with close links to Pakistan, she has lived life with an acute awareness of the impacts of colonial histories and believes passionately in the need to decolonise. RATHANA CHEA Listed in 2024's Most Impactful Asian-Australians, the Winner of the Asia Pacific CEO of the Year Award, University Vice Chancellor's Human Rights Award, Centre for Independent Journalism Award and Advisor to the Groundswell Giving Major Donors Circle, Rathana is the Founding CEO of the Multicultural Leadership Initiative. Rathana has spent over 20 years working internationally strengthening people, building organisations and delivering impactful strategies. He has worked in the areas of environmental sustainability, climate change, human rights and technology. He has served on senior management and executive teams in Europe, Australia, Asia and globally for Greenpeace, Amnesty International, the Sunrise Project and other leading change agents. He has also served on countless boards, including as Vice Chair of ECC, a peak body for multicultural communities, as well as serving on the board of leading advocacy and campaign training institutes such as, New York based Mobilisation Lab and regionally-focused AktivAsia. Rathana has co-founded and successfully scaled up numerous social enterprise, not-for-profit and charity startups into fully-fledged impact-focused organisations across Asia and Australia. Rathana holds several qualifications across multiple disciplines from Oxford University, UNSW, the London School of Economics and Political Science, and the University of Technology Sydney. DIYA DEB Executive Director of Mindworks Lab, a global cognitive science innovation lab . Incubated in Greenpeace, Mindworks pioneers new approaches to creating change built on understanding of how the human mind works. Diya grew up in India and has spent close to two decades working both in the grassroot and international NGO spaces in leadership roles . She has headed up campaigns in Amnesty International India and was the Campaign Director in Greenpeace India, worked with the Indian nobel peace laureate Satyarthi to mobilise millions of youth globally, worked in the field of child rights, human rights and climate for all these years to lead strategy, engage and mobilise people. She also has acted in advisory capacities to several non profits and has co-founded her own initiative PowerSouth focussed on women leadership in grassroots. Her experience of working in harsh political and social realities in India has strengthened her resilience in crisis and made her an advocate to decolonise knowledge and drive systemic change in the global south. BEC SANDERS Director of Research at the FrameWorks Institute. Before joining the FrameWorks team in 2022, Bec worked for ten years in framing research, mostly in the UK and Europe. She was Research Lead at the Public Interest Research Centre and then a consultant supporting non-profits, charities and grassroots campaigners with evidence-based reframing strategies. She has led mixed-methods research on framing climate justice, anti-racism, and LGBTQIA+ equality. One of her areas of expertise is in values, and applying the Schwartz values model to communications. Working with the Common Cause Foundation she investigated the connection between perceptions of other people’s values and civic engagement, publishing on this in Frontiers in Psychology, and she was a contributing author to the Springer book Values and Behavior: Taking a Cross Cultural Perspective. Her work has also been featured in The Guardian, Vice and The Psychologist magazine. She holds an MA in Psychology and Philosophy from the University of Edinburgh. ENGGAR PARAMITA Communications professional with 15+ years of combined experience in multi-national advertising agencies and non-profit organisations. Her role is focused on advancing the use of strategic communications to help organisations achieve their objectives and have their voices heard. She has worked on development projects on various topics, such as sexual reproductive health, agroforestry, and climate adaptation. In her current work with the Strategic Communications Initiative in Indonesia (Development Dialogue Asia/DDA), she combines strategic grant-making, insights and research development, and partner collaboration to strengthen the pro-climate narrative building in Indonesia. In 2020 - 2023, she led the first-of-its-kind, nationally representative research on public beliefs and behaviour on climate change and collective action. The research project is a collaborative work with Communication for Change, Kantar Indonesia, and the Yale Program on Climate Change Communication. Enggar holds a Master of Communication from the University of Queensland, Australia and a Bachelor of Social Science from the University of Indonesia. JUDE LEE Leading the Climate Diversity Foundation, a long time womens' rights and environmental campaigner for over 20 years, Jude and is a leader in climate advocacy. She has a strong focus on promoting climate action, diversity, and JEDI(Justice, Equity, Diversity and Inclusion). Jude served as the Deputy Executive Director at Greenpeace East Asia, where they manage one of the organisation's largest offices and oversee an annual budget of approximately $45 million USD. Jude's work is characterised by a commitment to inclusive and equitable solutions for the most pressing environmental issues. As the lead for the Climate Diversity Foundation is the Director of Asia Partnerships for the Multicultural Leadership Initiative. DR. LORI REGATTIERI Has directed global and regional portfolios in the philanthropic sector, successfully managing projects across multiple disciplines and regions. As the former Senior Fellow for Trustworthy AI at the Mozilla Foundation (2022-2023), they played a pivotal role in advancing ethical AI practices. In recognition of their impactful work, Lori received the Media Ecology Association's 2024 Jacques Ellul Award for Outstanding Media Ecology Activism. With over 15 years of experience, Lori has worked at the intersection of digital transformation, strategic communications, and policy strategies to promote just and sustainable technologies. Their expertise includes working with progressive political movements, climate justice, indigenous peoples, afro-descendants and local communities (IPADLC) rights, LGBTQIAPAN+, and queer issues, particularly in the Global Majority world. Lori collaborates with a range of stakeholders, including governments, inter-governmental agencies, foundations, companies, NGOs, CSOs, academia, and grassroots organizations. They earned a PhD in Communication and Culture from the Federal University of Rio de Janeiro (UFRJ). Their research has focused on cybernetics, information theory, digital methods, decolonial equity, and social justice, as well as internet laws and policy issues. More info is available at eco-midia.com. DR. MERLYNA LIM Canada Research Chair in Digital Media and Global Network Society and a Professor of Communication and Media Studies at the School of Journalism and Communication, Carleton University. Lim's research and publications explore the interplay between digital technologies and society, focusing on power dynamics, justice, citizen engagement, and democratic processes. As the founder and director of the ALiGN Media Lab, Lim grounds her research empirically in Southeast Asia and the MENA region, advocates for recognizing the Global South as a crucial research hub, and emphasizes addressing its issues on its own terms. Her notable publications include Social Media and Politics in Southeast Asia (Cambridge University Press, 2024), Roots, Routes, Routers: Communication and Media of Contemporary Social Movements (Sage, 2018), and Online Collective Action: Dynamics of the Crowds in Social Media (Springer, 2014). In 2016, Lim was elected to the Royal Society of Canada's New College of Scholars, Artists, and Scientists. Throughout her career, she has delivered over 200 invited talks and received more than 150 media mentions. Before joining Carleton University, Lim held positions at Princeton University, Arizona State University, and the University of Southern California. For more, see: merlyna.org. NANA DARKOA SEKYIAMAH Cited as BBC's 100 inspirational and influential women in the world, Nana is the author of The Sex Lives of African Women, which Publishers Weekly described as “an astonishing report on the quest for sexual liberation” in their starred review. It was also listed by The Economist as the best book of the year. She is also co-founder of Adventures from the Bedrooms of African Women, a website, podcast and festival that publishes and creates content that tells stories of African women’s experiences around sex, sexualities, and pleasure. In 2022. In 2023, New Africa magazine listed her as one of 100 inspirational Africans. NATALIA VIDALON A senior strategic communications professional with more than 10+ years working in sustainable development, conservation, and indigenous rights. She has extensive experience in project design and management, qualitative research, and communication strategies for the private and public sector and environmental projects and organizations. Natalia has worked for the Ministry of Environment in Peru and civil society organizations, where she has led communications and fundraising strategies focused on fighting illegal activities, environmental defenders, advocacy in favor of Indigenous territorial rights, and establishing key protected areas, focusing on the Peruvian Amazon. She specializes in communication diagnosis, stakeholder and media engagement, and strengthening local communications initiatives. She is a Social Communicator from the Pontificia Universidad Católica del Perú, where she has also taught in the Communications Master Program. She has a master’s degree in International Development from the University of Manchester, UK. Currently, she works as Strategic Communications Manager in Peru for Diálogo Colombia & Perú. DR. NICOLÁS LLANO A communication and media researcher, educator and practitioner. Currently, he is the Insights & Research Manager at Food Nature Climate Dialogue, the global strategic communication initiative of the Climate and Land Use Alliance. He holds a PhD in Communication Studies from São Paulo University and is a lecturer at Fundação Getúlio Vargas' School of Communication, Media and Information. RENATA SENLLE A journalist with 20 years of experience in various areas of communication. Since 2020, she has been Communications Manager for strategic relationships with digital influencers focusing on socio-environmental issues at Diálogo Brasil. She has a master's degree in Communication Sciences from ECA/USP and a doctorate in Feminist Studies from the University of Coimbra. RIKA NOVAYANTI Co-founder and Steering Committee member of MOSAIC (Muslims for Shared Action on Climate Impact). Her leadership led to the launch of a manifesto supported by the Vice President of Indonesia. Through this manifesto, MOSAIC developed initiatives to leverage Islamic philanthropy for climate funds and utilize Islamic infrastructure for climate solutions. MOSAIC also earned a Silver Medal in the Partnership and Collaboration category at the Anthem Awards. Her expertise is in strategic communications on climate and environmental issues. Currently she is consulting for the World Bank’s Environmental, Natural Resources and Blue Economy (ENB) team. She is also a Senior Advisor for Purpose Climate Lab, and serves as a Board Member for Solar Chapter, a nonprofit focusing on improving access to clean water through renewable energy and water monitoring systems. Rika has significant experience in structuring and implementing system convening and fostering collaboration among unlikely partners. Rika frequently writes or speaks on climate and environmental issues, particularly around environmental behavior and strategic communications. She is also an awardee of the USAID Program to Extend Scholarships to Achieve Sustainable Impacts (PRESTASI) and Australian Awards Scholarship (AAS). DR. THELMA RAMAN Director of Research and Education at the Multicultural Leadership Initiative, Thelma has over 30 years in education and training across Australia, New Zealand and the Pacific Islands. She has held several academic and managerial roles across various institutions and organisations. Thelma has extensive experience in developing and presenting education and training programs for diverse audiences in a range of areas including climate change, sustainability and business. Thelma’s fervent belief in the power that education has to inspire change led her to complete a PhD in Education for Sustainable Development in 2017. Since then, she has been actively working to engage individuals, organisations, and communities to take action towards creating a safer and more sustainable world. Thelma holds qualifications across multiple disciplines including education, business, history, politics and geography from RMIT University, University of New South Wales, Deakin University, University of Auckland and the University of the South Pacific. She is also a Fellow with the Higher Education Academy, United Kingdom. ANGELINA LIZAR A digital and cross-cultural communications expert having led multiple online campaigns, marketing, advocacy, fundraising and branding projects. Following her cultural ties to Indonesia, she has volunteered for Asia Justice and Rights as well as The Orangutan Project, both of which work extensively in Indonesia and other countries across Asia to alleviate injustice through social programs, community aid, education, and advocacy. Angelina currently coaches a suite of NGO/NFP leaders across the world on digital media impact on mindsets and behaviours of culturally diverse audiences. With an academic background specialisation in political science, climate solutions, social science and communications from the University of Technology, Sydney and the University of Cambridge UK, Angelina is a leader in applying both the theory and practice of change making through communications. Angelina is the Communications Director for the Multicultural Leadership Initiative. VON HERNANDEZ Leading Filipino environmental activist based in Manila, Philippines, who has been campaigning on climate and pollution issues for nearly 30 years. He is the Global Coordinator of Break Free from Plastic, a global movement of about 3,500 organizations representing millions of supporters, working. together to end the plastic pollution crisis. Previously, Von was Global Development Director of Greenpeace International where he oversaw the development and performance of Greenpeace’s national and regional offices worldwide. He also served as the Executive Director of Greenpeace Southeast Asia (GPSEA), where he led some of the group’s most successful campaigns and programs in Southeast Asia. He co-founded and spearheaded various environmental coalitions and partnerships at the national, regional, and global levels including the Ecowaste Coalition in the Philippines and the Global Alliance for Incinerator Alternatives (GAIA). In 2003, he was awarded the Goldman Environmental Prize for his work, which led to the first national ban on waste incineration. Von was also recognized by Time magazine as one of the Heroes for the Environment in 2007. He graduated from the University of the Philippines (BA English), and holds a Masters degree in Public Management from the National University of Singapore. YEMI AGBENIYI A climate leader with a background in health policy and pharmaceuticals, Yemi is a experienced business operations and management leader. She currently serves as the Director of Global Operations for the Multicultural Leadership Initiative, where she plays a crucial role in shaping organisational strategy. Her work has allowed her to explore and champion sustainability and climate initiatives across Africa, striving to make the continent a safer and more sustainable place for its people. Yemi holds a degree in Pharmacy from Obafemi Awolowo University in Nigeria, along with additional certifications from the University of Cape Town and the University of Cambridge. WESA CHAU Managing Director of the Multicultural Leadership Initiative, Wesa has worked for over 20 years in the multiculturalism and cultural diversity advocacy space and is recognised as thought leader on multicultural policy. Acknowledged through numerous awards including 40 Under 40 Most Influential Asian-Australian Awards, the Victorian Women's Honour Roll, 2010 Young Victorian of the Year among many others. Wesa has solid track record in policy advocacy that applies an intersectional lenses in areas such as international relations, gender equity, disability services, international education, family violence and more. Having served in a number of board director roles for multicultural community groups, Wesa is passionate about politics and civic engagement. Wesa has dedicated many years in bringing multicultural communities together and creating pathways for individuals from multicultural and culturally diverse backgrounds to find their voice in public life. Wesa holds qualifications across multiple disciplines, including engineering, law, climate solutions, business and politics from the University of Melbourne, Monash University, Swinburne University and the University of Cambridge UK. Wesa is based in Melbourne.

### Home ### Chapters ### Contributors Uncommon Sense A Systems-Based Strategic Communications Handbook For Changing The World How to use this resource: This resource is designed for people working for social, environmental, or economic justice at local, national, or international levels. If you are someone who is seeking fresh insights to understand obstacles to change and find better solutions to accelerate change-making, then you have come to the right place. Use this resource however you want. We recommend that you work through it in chronological order. We recommend reading the introduction here, to get your bearings. Then dive into your chapters as you wish! For those wanting to dive into the chapters: We have organized this handbook into five steps - spelling out the word S.E.N.S.E. - to help you approach your challenge: ### SYSTEM Chapter 1: We live in systems Chapter 2: The simplicity of complexity Chapter 3: Levels are levers Chapter 4: Autonomy is a myth ### EQUILIBRIUM Chapter 5: Systems do not die Chapter 6: Relationships are power Chapter 7: Solidarity is a verb Chapter 8: Force begets resistance Chapter 9: Loops can be unlocked Chapter 10: Narrative is water ### NAVIGATION Introduction to Section 3 - Navigation Chapter 11: Needs are motives Chapter 12: Communities are currents Chapter 13: The messenger is the messag Chapter 14: Values are bedrock Chapter 15: Decisions are learned Chapter 16: Emotion is oxygen ### STORMS Chapter 17: Storm are stories Chapter 18: Flexibility is preseverance Chapter 19: Foresight is 20:20 Chapter 20: Wrestling with trolls Chapter 21: Change is constant ### ENERGY Introduction to Section 5 - Energy Chapter 22: Reflection is action Chapter 23: Truth is human-shaped Chapter 24: Seeds are fruit Chapter 25: Endings are beginnings ### Conclusion CONCEPTS STORIES TOOLS chapters The Multicultural Leadership Initiative is a non-profit organisation, dedicated to building a climate-safe future for all by cultivating climate leadership that reflects the diversity of humanity. The Multicultural Leadership Initiative would like to acknowledge and appreciate the over 120 climate communications experts and practitioners, across over 20 countries, who have actively shared their wisdom, experiences, and advice to inform the S.E.N.S.E. methodology in this digital book. This resource, though useful to everyone, has been designed with those already familiar with the basics of Systems Thinking theory and practice in mind. If you are new to Systems Thinking applied to campaigning and advocacy we highly recommend you attend a Campaigner Accelerator training run by our friends at the Mobilisation Lab . The Uncommon Sense project was produced with financial and collaborative support from the Climate and Land Use Alliance, including identifying interviewees, proposing case studies, and developing, synthesizing, and reviewing content. We are grateful to the team at Rathana.org as the genesis partners and to the following writers, contributors and reviewers who lent their time and expertise to shaping this handbook: Hugh Mouser, Matt Daggett, Rathana Chea, Dr. Amiera Sawas, Bec Sanderson, David Roth, Diya Deb, Enggar Paramita, Jude Lee, Dr. Lori Regattieri, Dr. Merlyna Lim, Nana Darkoah Sekyiamah, Natalia Vidalon, Dr Nicolas Llano Linares, Renata Senlle, Rika Novayanti, Dr. Thelma Raman, Von Hernandez, Yemi Agbeniyi. Click here for their bios . Like all things Systems Thinking related, Uncommon Sense will be an on-going, evolving and iterative initiative. More tools and downloadable resources will continually be added. We are here to support you in building your strategic communications skills for a climate safe future. Yours in uncommon sense, The Multicultural Leadership Initiative Purpose Statement Privacy Policy & Terms and Conditions uncommonsense@multiculturalleadership.org Sign Up Thanks for submitting! We acknowledge all the First Nations and First Nations Peoples. We pay our respects to Elders past, present and emerging. We look forward to the day where we, once more, can live in harmony with our planet as your custodianship has taught us for many thousands of years. Multicultural Leadership Initiative LTD is an Australian ACNC registered charity ABN: 68661886808. Multicultural Leadership Initiative Inc. is a registered US not-for-profit registered in the state of New York. Copyright 2023. Privacy Policy & Terms and Conditions