TOOLS for those who prefer a practical learning style, guided by tools and frameworks SECTION 1: SYSTEM SECTION 2: EQUILIBRIUM PROBLEM STATEMENT AND SYSTEMS CIRCLES SENSEMAKING EXCAVATING SYSTEMS LEVELS SYSTEMS TRIGGER AND CONSEQUENCES STAR SETTING RELATIONSHIP CONSTELLATIONS SOCIAL IDENTITY WHEEL PRIVILEGE WALK ANTI-OPPRESSION CHECKLIST SHOOTING STAR DEEP LOOP SECTION 3: NAVIGATION WATER CHART NARRATIVE RIPPLES OBSTACLES AS TARGETS NETWORKS MATRIX MESSENGER ECOSYSTEM FINDING BEDROCK NAVIGATION AND PERSUASION IDEA AND METAPHOR NETWORKS AND RIPPLES SECTION 4: STORMS SECTION 5: ENERGY STORM DIAGNOSIS STORM STRATEGIES EARLY WARNING SIGNS SIMULATION AND PREVENTION ATTENTION ECONOMICS CAMPFIRE DASHBOARD BURNING THROUGH BIAS HUMAN LAYERS CHANGING SPECTACLES FUTURE RIPPLES INTEGRITY CHECKLIST TRENDING DOWN THE FIRE

SECTION 1: N AVIGATION CHAPTER 10 - NARRATIVE IS WATER Communications travel when they resonate with the narratives in a system. Tool: Water chart “While the statement ‘Black Lives Matter’ on the surface holds a very clear and straightforward meaning, when tied to stories of police murders of unarmed Black people, these stories create a larger narrative of systematic and violent oppression of Black people in the U.S.” - ReFrame report. If we think of the system as layers of soil, then narrative (the lens through which we see the world) is the water that flows through it. We need to reach a person or institution before we can create messages that get them to help shift the system. We also need to understand that person or institution before we navigate toward them. Surprisingly, the first step to knowing an audience is to understand the narratives and deep narratives that shape and feed the system that they live within. “Narratives explain how society should work. Narratives use values to establish norms and compel people to either enforce these norms or to change these norms. Narratives shape reasoning and response, common sense and consensus. They shape and reshape the boundaries of what is possible.” - Jen Soriano, Joseph Phelan, Kimberly Freeman Brown, Hermelinda Cortés, Jung Hee Choi, Creating an Ecosystem for Narrative Power. Do not confuse the system narrative (what we all experience) with the values of those in power or those who can influence the powerful. We will focus on values in Chapter 14. To explain how narratives work, we have used a water chart: concept: how populists use narratives concept: the features of narrative story: Example: Narrative power analysis - Story Told Worldviews and narratives shift during a crisis. It is not one single story but multiple stories told by different people, the media, the social media, the government, the civil society, your family members, that confirm narratives or counter-narratives and shape our worldview. Narratives define how people believe and act. We can provide a lot of facts and information, but the narratives will ultimately shape how this information is understood and the path of change. For example, if you grew up with the narrative that hard work leads to success (like ‘the American Dream’) then this becomes common sense and you are going to work hard. It becomes difficult for you to step back from or dismantle that narrative, even with lots of facts and information that might disprove this belief. Framing : The choices we make in 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: Deep Narrative: The dominant mindset in a system that helps people and institutions within the system to understand the world. Like the 12 notes on a musical stave, it defines the limits of our understanding. Similar to the “Why” level of a system. Narrative: A big idea defined by people in power, to help us understand the world - like the bootstraps narrative of making your own success through hard work. A narrative shapes what we think, believe and do. Like music, it can be felt deeply. A narrative contains types of characters, plots, places - like the Hero’s Journey. Narratives are made up of stories. Similar to the “Who” level of a system. Stories: The widespread major access points for understanding - a specific account of events or ideas that we see, hear or experience together, reinforcing a narrative. A story contains particular characters, plots and places - like Luke Skywalker in Star Wars or a particular piece of music. Similar to the “Where” level of a system. Interactions: The exchanges and feedbacks of information which enables a narrative to flow and a system to function. Like when musicians interact with each other in “call and response.” Similar to the “How” level of a system. Message / Messaging: A piece of information, talking point, phrase or hashtag that suits the political moment, usually geared towards a short term attitude/behavior change. Like individual musical notes. Similar to the “What” level of a system. Now that we have identified the system (Section 1) and the relationships and deep loop that power it (Section 2), in this chapter we look at the narratives that maintain the system’s health. Learn how to reach and activate key audiences before thinking about tactics. The steps to take are these: Identify and deconstruct the main narratives and possible counter narratives in the system according to: Our own assumptions and possible biases: We are all a product of our cultures and upbringings. White supremacy is one example but there are many -isms that can influence our unconscious thinking and our very ability to spot bias. Story world: What is the setting, central plot and who are the key characters? This is the environment in which the narrative plays out. Employment by a multinational company to extract and export natural resources could be presented as a way out of poverty for young people. Every story has a villain. Who is it here? Story told: Who is telling the story? Why are we expected to trust this story or person? The identity of the storyteller influences how the narrative is received and understood. We might trust a community leader more than a President. Story heard: What are we led to believe? Who is winning, losing or being blamed? How can we intervene? There may be a story underneath the one we are being told. Might others understand this story differently from us, depending on their situation? What is the purpose of that story in this context? Map these narratives and the media that can support or block them using an ocean chart. Consider what role you need to play to support the new/counter narrative: create, counter, amplify, reframe or attach. For a narrative to become popular we must ensure different people retell the narrative in their own words and stories. Populists use crises to shift narratives. When Russia invaded Ukraine in 2022, it was reported that the oil industry quickly moved to activate different people to tell stories that this would create a scarcity of resources which meant oil and petrol prices had to increase. Civil society organizations in general need to improve their narrative skills during crises although there are some examples of good work. See Chapter 19: Foresight is 20:20 for tips on how to plan in advance for crises and opportunities. In the figure below, Mindworks Lab in India shows how harmful narratives against religious minorities are constructed and amplified by different stories and messages across different institutions, and levels of the system. For every narrative there is a possible counter-narrative. See the example below of the dominant narratives and counter-narratives concerning the death penalty, immigration, and economic inequality. While these will vary depending on the country and society, there are common themes which appear. It is important to understand how these show up in our country in order to cultivate the right counter-narrative. The second diagram here shows the different aspects we need to consider when cultivating a counter-narrative. Source (both tables and adapted table) FrameWorks Institute. (2021). The Features of Narratives: A Model of Narrative Form for Social Change Efforts. FrameWorks Institute. Read more: Frameworks Institute MetGroup Mindworks Lab Narrative Initiative In 1958, the women farmers of the Kom and Kedjom areas in the Western Grassfields of Cameroon faced several threats that they perceived as systematically undermining their power. These included the encroachment of Fulani cattle on their farmlands, the imposition of a new farming method (contour cultivation), and rumors that their land might be sold to Nigerian control by the Kamerun National Congress (KNC), a political party aligned with Nigeria. The women needed to counter these threats by challenging the existing power structures and narratives that sought to diminish their influence. They aimed to protect their land, assert their authority, and influence the political direction of their region in favor of the Kamerun National Democratic Party (KNDP), which opposed the KNC. Local women tapped into a traditional women's practise and network called anlu to organize a large-scale nonviolent resistance campaign to counter this narrative. The network was traditionally used to punish those who broke social norms - creating leverage at the Why and Who levels of the system. This network had leverage that Cameroonian men could not oppose. Campaign activities The anlu campaign took the following approach: Actions: 40 mile-march by thousands of women to converge on Njinikom, where they held weekly demonstrations, disrupted colonial meetings, and mocked colonial officials and local men in power. Symbolism : Women protesters dressed in symbolic clothing, such as rags, greenery, and men’s clothes, and carried branches to imitate guns, challenging traditional gender roles and claiming power typically reserved for men. Alliance : They aligned themselves with the KNDP political party, which were in opposition to the KNC. Nonviolent resistance : Protest disrobing, singing, taunting officials, and social disobedience. Challenges to system infrastructure (How level) and inputs and outputs (What level) : lowering school attendance by 50-70% by pulling their children out of schools associated with the KNC party. Powerful new narrative: They created a parallel government, with their leaders taking on titles that mocked the British colonial system. To create this powerful new narrative, the women farmers built a popular and irresistible narrative to shift the power back to them: Narrative change approach Challenging Assumptions and Possible Bias:Y Women farmers recognized that the colonial authorities and local male leaders tended to operate under the biases of colonialism and patriarchy, seeing the women as lacking the authority or capability to challenge political and agricultural decisions. The women used their cultural knowledge, such as the power of anlu as a social enforcement mechanism, to counteract these assumptions. The women farmers’ actions also challenged the internalized biases within their community, asserting that women could not only participate in but lead political resistance. This campaign forced both the local men and the colonial powers to confront their own biases about gender and power. Story World: Setting : The rural Western Grassfields of Cameroon, under the control of colonial powers and influenced by local patriarchal structures. The villains’ narrative promoted new agricultural practices and political control, while the women fought to maintain their way of life and power within their community. Central plot: The women farmers’ struggle to protect their land, autonomy, and traditional practices against external threats. Key characters: The women farmers of Kom and Kedjom (protagonists); The colonial authorities and local male leaders (antagonists); The KNDP political party was in a supporting role, in opposition to the colonial-aligned KNC. Story Told: Storytellers : Mainly the women of the anlu movement. They are the narrators of their resistance, using actions, symbols, and traditions to communicate their story to both their community and the colonial powers. Frame : Empowerment, justice, and resistance against oppression. Trust: Is created because the story is rooted in the lived experiences and cultural knowledge of these women farmers, making it authentic and resonant with their community. Position : The anlu women use their position as community members and the guardians of social norms to lend credibility to their actions and their cause. Story Heard: At first the colonial authorities and local male leaders may have seen the women’s resistance as a disruptive, irrational challenge to established order. But the underlying story that resonated with the public and increasingly understood by authorities was a story of righteous resistance to oppression, a call for justice, and a demand for respect and recognition of their rights. Within the women farmer community the story was heard as a powerful assertion of their agency and a challenge to both colonial and patriarchal authority. Success The women farmers’ anlu campaign was highly successful because it: Made the traditional government powerless to deal with the campaign. Sabotaged the efforts of non-supporters. Significantly disrupted the colonial administration. Their efforts also contributed to an electoral victory for the KNDP in 1959. Over the next few years, the government gradually met the movement’s demands. The anlu movement became an immense political force in the region, influencing Cameroon’s independence movement. Read more: https://nvdatabase.swarthmore.edu/content/cameroonian-women-use-anlu-social-and-political-change-1958-1961 women use anlu for social and political change, cameroon Concept: how popullists use narratives Concept: the features of narrative Story: women use anlu for social and political change, cameroon Story: miniskirt march, zimbabwe story: miniskirt march, zimbabwe In Zimbabwe, one traditional view claims that women should not wear revealing clothes, or risk public harassment. But in December 2014, a video showed a woman in Harare being publicly harassed and stripped naked, causing public outrage. Women activists came together to challenge and change the cultural ideology that allowed public harassment of women and to create safe spaces for women. They did this by: Understanding the Power of Narrative: Seizing the Moment: Activists knew the video of the men harassing and shaming the woman went viral nationally and globally, drawing attention and outrage. Creating a Counter Narrative : Activists decided to use this moment of “shame” to cultivate a counter-narrative that women have pride and power, pushing back against the cultural norms that claimed to justify harassment. Organizing Protests: Miniskirt March : Katswe Sistahood, a women's rights group working on sexual and reproductive rights, organized a street march where 200 women wore miniskirts and tight-fitting clothes, shouting “We can dress as we please.” The march was publicized through grassroots organizations and word-of-mouth. Shocking the Establishment: Mass Street Action: Scores of women marched through Harare, openly defying the cultural norms and protesting against street harassment. Men among the elites were shamed into action. Gaining Attention: The march received mixed reactions from the public but was significant in raising awareness about women's rights and the need for safe spaces. The government and police took action in response: Justice: The men who harassed the woman in the video were arrested and faced charges. Influential support: The march gained the support of political leaders who advocated for women's freedom to dress as they please. Narrative Shift: The protest helped grow a counter narrative of pride and empowerment among women in society, countering the shaming fed by the more traditional view it opposed. Momentum: Women had transformed their collective strength and demanded their right to safety and freedom of expression. That said, the women’s movement did not always agree on the approaches taken to this challenge, which arguably may have reduced its impact. Gender inequality and the women’s movement continue their fight in Zimbabwe as they do around the world. Read more: https://beautifultrouble.org/toolbox/tool/miniskirt-march Tool: Narrative ripples tool: narrative ripples In a group, examine your Soil Chart (Section 1), and Relationship Constellations and Deep Loop (Section 2). Individually, take 15 minutes to: Consider your own bias: We are all a product of our circumstances and upbringings. White supremacy is one example but there are many -isms that can influence our unconscious thinking and our very ability to spot bias. Write down the accepted, counter- and emergent narratives that are unfolding in the system. Write these down on Post-Its and place them on the chart to show how they are unfolding across the system. In a group, take 10 minutes to: Place on the chart the most used media platforms/channels where the main narrative is told; and those that might back your counter-narrative. Discuss how you can help the new/counter narrative, through these media channels using the five tactics mentioned earlier in the chapter: Create: Do you need to seed a new deep narrative, narrative or story? Counter: Do you need to deal with another harmful narrative before or at the same time as communicating your own? Amplify: Do others in the system need to be heard more widely? Reframe: Do you need to shift how people understand an existing story? Attach: Can you use a crisis or opportunity to promote your alternative narrative? For more on how to deal with a crisis or opportunity, see Section 4: Storms.

SECTION 1: S TORMS CHAPTER 21 - CHANGE IS CONSTANT Surf the waves. Know when and how to adjust your goals and plans in unstable times. Nature responds to changes to maintain its own balance. El Niño and La Niña affect ocean temperatures, currents, fisheries, and weather. But trees bend during storms and plants protect soil and communicate danger to each other.* “Don’t let yesterday use up too much of today.” – Cherokee Proverb tool: attention economics “The stakes are subtle, the timeframe longer. Risk tolerance edges down as people try to return to deliberative decision-making while resources draw thin. Human reactions also differ: Sudden crises spark fear and preoccupation with threat. People wonder: Are we going to be okay? In sustained crises, persistent challenges leave people wondering instead: Why bother?” - Michaela J. Kerrissey and Amy C. Edmondso n Acting on key principles Control: Accept what we can and cannot control. Delegate and decentralize: Build a structure that supports diverse voices to gather, experiment and innovate Commitment: Reaffirm your vision for change. Empower teams to experiment, innovate and collaborate Challenge: Embrace uncertainty as a catalyst for growth and transformation*. Stop rewarding short term firefighting. Work in an agile way and keep reflecting for continuous learning Connection: Identify and share what you and your team need e.g. physical, emotional, social, instrumental or informational support - and work to meet those Review changes to the system and our campaign: Why (values and system structure), Who (Key relationships, Near star, Guiding Star and Deep loop), Where (Information flows and navigation for influencing), How (Operations), What (Inputs and outputs) Considering moving among the four strategies (Chapter 18) Simulating further scenarios (Chapter 19) A short-term surge in attention can be good or bad, depending on your actions: Media attention around a celebrity or political scandal can overshadow your work. Linking your message to current events can raise visibility, but it requires careful planning. When a storm hits, it can speed up and increase the complexity of an ordered, complex or chaotic system (see Chapter 2 for these definitions). The task of an effective systems thinking strategist is to decide effectively when to surf the wave and when to dive under it to avoid the crash. In order to be able to identify whether we charge, shelter, sidestep or adapt, we need to quickly test our assumptions, assess the potential outcomes and move on to new approaches. In general we recommend the same approach to deal with a complex system for when a storm hits: Test - Meet weekly as a team on the overall strategy. Using your existing campaign strategy and a storm chart, test one of the strategies appropriate to the storm, as suggested in this Section. Learn - Allocate responsibility for gathering data - media / social media stats, qualitative feedback from opponents or allies and more. Meet daily as a team to review results and decide whether to stop, continue or increase this activity. Act - Stop, continue or increase this activity. Learn - Continue this process. A longer-term crisis or opportunity can have huge but also subtle effects, meaning the organization needs to sidestep or adapt: A challenge could evolve quickly : like a PR disaster (developmental storm) could damage an NGO’s reputation (existential storm), or a natural disaster (situational storm) could destroy or disrupt an organization’s operations (existential storm) A success could lead to a threat: A campaign win could lead to a large donation, leading to the need for careful decision-making on next steps. It could also lead to a counter campaign or a lawsuit A storm you create could turn against you: A poorly planned message or campaign could backfire and opponents could use it as a way to criticize you or put your organization at risk An ordered storm could become complex, or a complex storm could become chaotic: Revisiting the system complexity framework from Chapter 2, consider the best strategy to deal with the way the storm is changing In prolonged situations like this, resources and risk tolerance decrease, and people try to return to daily deliberative decision-making rather than continuing reflection and review. Change is the only constant. To prepare for change, use the steps in Chapter 19 to proactively build resilience, not just try to prevent immediate harm. This way organizations can stay on course for their vision or Guiding Star: Acting on key principles: Control : Accept what we can and cannot control. Delegate and decentralize: build a structure that supports diverse voices to gather, experiment and innovate. Commitment : Reaffirm your vision for change. Empower teams to experiment, innovate and collaborate. Challenge : Embrace uncertainty as a catalyst for transformation and improvement *. Stop rewarding short-term firefighting. Work flexibly and reflect regularly. Connection : Meet your team’s physical, emotional, social and informational needs. Collaborate with and amplify like-minded Shooting Stars (in the system). Review changes to the system and our campaign: Why (values and system structure), Who (Key relationships, Near star, Far star and Deep loop), Where (Information flows and navigation for influencing), How (Operations), What (Inputs and outputs) Considering moving among the four strategies (Chapter 18) Prepare and simulate more than one action / scenario where you can create suspense (Chapter 19) Plan activity at others’ events where they are seeking to gain attention (see 350.org for more information) More reading: Mindworks Lab: Different stages of a crisis https://mindworkslab.org/midwork/thedisruptedmind/the-crisis-timeline/ https://hbr.org/2023/06/leading-through-a-sustained-crisis-requires-a-different-approach?ab=hero-main-text Sources (formal sourcing): *https://earthsky.org/earth/plants-panic-when-wet-how-plants-communicate/ **https://www.linkedin.com/pulse/challenges-leading-todays-sustained-crisis-patrick-flesner-m24ue/ Tool: attention economics

Whether you have reached a big milestone or faced a setback, reflection and re-evaluation are essential in any systems-based strategic communications journey. A milestone can be an ending, a new beginning, a change in direction, or just a pause. For thousands of years humans have gathered around the fire to celebrate milestones, share stories and connect. Fire transforms the energy that we put into life and work, into stories and change. But like all other natural resources, this energy is not infinite. How we spend that energy is critical to understanding what is working and what we should do next. In this Section we use a fire chart as a tool to guide us in how we use our energy, through evaluation, reflection, death and renewal. Please read through this section and the tools provided chronologically, so that you consider in the correct order the big questions about your next steps. These include: The “What?” of reflection Like tending a fire, we need to watch over our efforts from all angles, not just focus on one part. This means building regular and honest reflection into our work. Reflection is an action and is as important as any decision we make. The “So what?” of reflection When a group watches a fire together, it is easier to know where and when to add wood and what kind of wood to add. Every opinion is important because everyone sees and believes different truths. This collective undertaking of risk and understanding helps us see what is working. The “What now?” of reflection We also need to think ahead and decide how long we want the fire to burn, which tells us how much and what kind of wood to add and when to add it. What do we need to do today to benefit future generations? Burning wood releases stored energy, just as our efforts release energy into the world. Endings are as natural as beginnings. We should embrace them as part of the cycle of life. It is important to ask if we are still the right ones to continue the work. We must be ready to face hard truths. This is the "What, me?" of reflection.*** Footnote Sources: *Pedagogy of the Oppressed ***Adapted from Four Quadrant Partners work on Emergent Learning Tables Section 5 Energy Purpose Gather with others to discuss what has changed and what needs to happen next. How to use this section Read this before you evaluate your campaign. Section summary Previous Chapter Next Chapter

We Are Coming Soon

Welcome to Uncommon Sense A systems-based strategic communications handbook for changing the world Uncommon Sense is a digital handbook for people working to create positive social, environmental, and economic change — locally, nationally, or globally. It offers practical guidance , real-world stories , and strategic tools grounded in systems thinking. Whether you’re just starting your journey or deep into your work, this resource is designed to help you navigate complexity and communicate more effectively to shift systems and inspire action. “There is no single doorway to systems change — only the courage to step through one and begin.” — Uncommon Sense Handbook Start your journey There’s no one right way to use it — choose your own path. Follow it chronologically Start with the Introduction and work through the chapters in sequence using the S.E.N.S.E. model as your guide. Start Here Jump straight into a chapter Browse the five core areas — System , Equilibrium , Navigation , Storms , Energy — to find what’s most relevant to your challenge. Browse Sections Explore by themes Discover and browse a curated collection of key concepts, real-world stories, and practical tools to support strategy. Explore Concepts S.E.N.S.E. Your Map for Making Change To help you navigate complex challenges, we've structured this handbook around five key areas — spelling out the word S.E.N.S.E. Each chapter focuses on a different stage of the change-making journey, from understanding the system to sustaining momentum over time. Explore the chapters in order, or dive into the one that best fits where you are right now. S System Understand the parts and the whole before trying to shift anything. Section 1 E Equilibrium Identify what’s holding the system in place — and what might rebalance it. Section 2 N Navigation Map out pathways, allies, and leverage points for strategic action. Section 3 S Storms Anticipate resistance and learn how to weather disruption. Section 4 E Energy Sustain momentum with purpose, rhythm, and community. Section 5 Explore by Theme Other Ways to Engage with the Content Learning Hub Dive into key frameworks, real-world case studies, and practical tools. Explore concepts, read inspiring stories, and access worksheets and strategies to apply in your context. Start exploring Chapters Browse all content chapter by chapter, in sequence or at your own pace. View chapters Search the handbook Looking for something specific? Use the search bar below to find exactly what you need — whether it's a concept, tool, story, or chapter. You can search by keyword, topic, or theme — like "power", "narrative", "resistance", or "campaign strategy" — and we'll surface the most relevant content across the site. Start typing to explore the full depth of Uncommon Sense. e.g. feedback loops, narrative framing, campaign strategy About Uncommon Sense 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 View our full list of contributors Don’t miss new tools, updates and resources Get occasional updates from Uncommon Sense — no spam, just useful stuff Enter your email here Sign Up Acknowledgement 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

Section 1 Section 2 Section 3 Section 4 Section 5 Section 2 Equilibrium Section 2 Equilibrium Section 1 Section 2 Section 3 Section 4 Section 5 Section 2 / Equilibrium Section 1 Section 2 Section 3 Section 4 Section 5 Section 2 / Equilibrium Section 1 Section 2 Section 3 Section 4 Section 5 SECTION 2 Equilibrium Section 1 Section 2 Section 3 Section 4 Section 5 Section 2 / Chapter 5 Systems Do Not Die Change the system’s vision to rebalance it. ⏱️~10–12 minutes reading time Key Themes Systems change through new visions, not just new leaders Introduces Guiding Stars and Near Stars for long-term impact Real examples: Buen Vivir in South America & Gandhi’s Salt March Tool Star Setting: map your campaign's goals to systemic outcomes Summary Systems don’t disappear—they evolve. To create lasting change, we must shift their core vision. This chapter helps you define that vision and track progress, drawing on global stories of transformation through values like collective wellbeing and nonviolence. Systems don’t disappear—they evolve. To create lasting change, we must shift their core vision. This chapter helps you define that vision and track progress, drawing on global stories of transformation through values like collective wellbeing and nonviolence. ⏱️~10–12 minutes reading time Key Themes Systems change through new visions, not just new leaders Introduces Guiding Stars and Near Stars for long-term impact Real examples: Buen Vivir in South America & Gandhi’s Salt March Tool Star Setting: map your campaign's goals to systemic outcomes Systems don’t disappear — they evolve . To create lasting change, we must shift their core vision. This chapter helps you define that vision and track progress, drawing on global stories of transformation through values like collective wellbeing and nonviolence. ⏱️~10–12 minutes reading time Key Themes Systems change through new visions, not just new leaders Introduces Guiding Stars and Near Stars for long-term impact Real examples: Buen Vivir in South America & Gandhi’s Salt March Tool Star Setting: map your campaign's goals to systemic outcomes Systems don’t disappear—they evolve. To create lasting change, we must shift their core vision. This chapter helps you define that vision and track progress, drawing on global stories of transformation through values like collective wellbeing and nonviolence. ⏱️~10–12 minutes reading time Key Themes Systems change through new visions, not just new leaders Introduces Guiding Stars and Near Stars for long-term impact Real examples: Buen Vivir in South America & Gandhi’s Salt March Tool Star Setting: map your campaign's goals to systemic outcomes Change the system’s vision to rebalance it. Section 1 Introduction Chapter 1 Chapter 2 Chapter 3 Chapter 4 Section 2 Introduction Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 10 Section 3 Introduction Chapter 11 Chapter 12 Chapter 13 Chapter 14 Chapter 15 Chapter 16 Section 4 Introduction Chapter 17 Chapter 18 Chapter 19 Chapter 20 Chapter 21 Section 5 Introduction Chapter 22 Chapter 23 Chapter 24 Chapter 25 Section 1 Section 2 Section 3 Section 4 Section 5 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 9 Chapter 10 STORY Section 2: Equilibrium Buen Vivir: Bolivia and Ecuador 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. “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 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.

Section 1: System Section 2: Equilibrium Section 2: Chapter 5: Section 3: Navigation Section 4: Storms Section 5: Energy Equilibrium Systems Do Not Die Change the system’s vision to rebalance it. Systems don’t disappear — they evolve. To create lasting change, we must shift their core vision. This chapter helps you define that vision and track progress, drawing on global stories of transformation through values like collective wellbeing and nonviolence. Reading time ⏱️~10–12 minutes Key Themes Systems change through new visions, not just new leaders Introduces Guiding Stars and Near Stars for long-term impact Stories Buen Vivir: Bolivia and Ecuador The Salt March, India, 1930 Tools Star Settings 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) 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. Story: Buen Vivir: Bolivia and Ecuador 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. “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 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 Story: The Salt March, India, 1930 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 . 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 “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 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 STORY The Salt March, India, 1930 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 . 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

INTRODUCTION why change is hard... Everyone has a theory about how to make change happen. But there is no universal key to unlock every problem. The longer we think that one person alone will fix things, or tell ourselves that something is someone else’s problem, the longer we will remain stuck. Indigenous and First Nations peoples, from Aboriginal Australians to the Lakota people of Turtle Island have known for thousands of years that we are all interconnected, interdependent, and can find solutions to life’s challenges by looking at how nature functions in ecosystems. It’s only in the last 30 years that the rest of the world has begun to do the same, calling this systems thinking. Modern governments, corporations and groups tend to make small, iterative changes for short term benefits, creating very little change for societies and ecosystems. And, just one look at the new headlines makes clear that bolder, more effective action is needed to protect people and the planet. Creating fundamental, long-lasting and meaningful change requires systems thinking. It requires us to make changes at the deepest levels of the systems that shape our lives and world. “I am because we are.” - Translation of Ubuntu, name of an African philosophy. For those of us who work for social, environmental or economic justice, we are also caught up in the short-term thinking of the systems we are trying to change. It is all too easy to become overwhelmed by the complexity of problems we seek to address. So let us imagine life in all its complexity, just like a river basin - one huge ecosystem made up of thousands of other ecosystems, interacting with and influencing each other. Working toward change is like building a raft and traversing this roaring river ecosystem. To cross the river successfully, we cannot just paddle a straight line from one shore to another. It is the same with designing and delivering strategic communications and change initiatives. Simplifying away all of the complexity to focus on a linear, short-term, path of change rarely shifts anything for long. We become busy being busy. Understanding the dynamics of inter-related systems within the river that we’re moving through helps us set a course that benefits from helpful flows, manages oppositional currents and avoids dangerous eddies. To move through the systems we must see ourselves as part of them. This is ‘Systems Thinking’ and strategy. common and uncommon sense What gets in the way of us taking a Systems Thinking approach? Common sense. Common sense is the basic knowledge that most people in a society share and believe to be true. It is shaped by the norms of that society into a powerful narrative. Common sense informs - often implicitly - how we act, understand, behave, live and do as communities and societies. When it is accurate, common sense can help us navigate life’s thousands of daily decisions. When common sense is wrong or misguided, it can lead us as societies into collective delusions and mistakes. Think of the people who were killed for arguing that the Earth orbits the Sun. Sometimes changing the world for the better takes Uncommon Sense. It takes defining a new, better, Common Sense. Let us return to the river basin. If our kayak capsizes as we traverse the river and we find ourselves underwater, there are two possible responses: Intuitive, fear-led common sense might tell us that breathing is the most important thing, so we need to get our head above water as soon as possible. So we thrash our head around trying to get up and breathe, but our head is heavy and we struggle. Systems-thinking uncommon sense would tell us the problem is caused by gravity, our bodyweight and the water density coming together, so we need to act with the flow of the system. We need to act counterintuitively. So we get our body in position under the water level, and we flick our hips or knees to get the kayak up again. This helps bring our head above the water again. Rather than acting on the system, we work with the various forces within the system. This approach will help us to navigate around rocks, converging currents and other obstacles as we move along the water. “Common sense is actually nothing more than a deposit of prejudices laid down in the mind prior to the age of eighteen.” - Albert Einstein What is accepted as Common Sense also changes over time. For a thousand years many cultures accepted the world being flat as common sense knowledge. Many cultures also used ‘common sense’ racial and gender hierarchies to justify the killing and oppression of groups of fellow human beings. Common Sense may not always make sense, but it is the common worldview that holds groups together. “ Yesterday's deconstructions are often tomorrow's orthodox clichés.” - Professor Stuart Hall Clever advertising and public relations professionals are well aware of the power of common sense, as well as how it can be shaped through sustained, targeted strategic communications: Common sense in the West in the 1950s was that plastic was just another item that we could allow to accumulate as rubbish. Then when the public began to find out about plastic as a pollutant, companies created littering campaigns to focus consumers on “cleaning up,” and recycling, despite low global recycling rates. This allowed the companies to continue to produce and sell plastic goods. Common sense is now that consumers are responsible for dealing with plastic. Common sense across much of South Asia in the 1980s-1990s was that people could pick up groceries with whatever they wanted or had available. Common sense now is that plastic bags help to keep groceries dry and can be reused for other purposes. Common sense across the West for most of the twentieth century was that oil extraction was not a problem. Common sense now is that as consumers we must reduce our carbon footprint in order to mitigate climate change. The oil company BP worked with the advertising agency Ogilvy & Mather to create the idea of a carbon footprint in the 2000s. This shifted the way we understand the problem, the solution, and who’s responsible from companies to individuals - Climate Disinformation to Carbon Footprint . Additionally, fossil fuel companies promote natural gas as a “clean” solution despite it still being a fossil fuel. Common sense in many countries in the nineteenth century was that we could manage land adequately to feed our populations. Common sense today is that we need monocrops, pesticides, fertilizers and genetically modified crops in order to feed everyone. Food company campaigns in many countries and cultures advance the argument that clearing natural forests and landscapes for food production as well as using pesticides, genetically modified crops, and petrochemical fertilizers necessary to provide sufficient healthy food to a growing population. In reality, there is more than sufficient arable land to feed a growing world population if it is managed well, and many of these proposed “solutions” like monocropping are actually themselves driving new problems. Uncommon sense ideas may be obvious or available, but not recognized, valued or taken up sufficiently. For example, the recognised map of the world is wrong. No one can measure a journey based on it. But actually if you are traveling a conventional North to South, the second world map would probably be more sensible. Comparison of 3 images: “Common Sense” Mercator projection world map 2. Size-accurate and South-up Peters projection world map 3. Distance-accurate Azimuthal polar projection. This shows the North Pole in the middle and Antarctica around it (this distorts land mass size but shows accurate distance of continents from the North Pole) creating a new path “People are trapped in history and history is trapped in them.” - James Baldwin The societies and environments we live in are complex and constantly changing. Driving progressive social change is rarely as easy as starting in one fixed place and moving to another. We need to be agile in living, breathing, moving, and in interwoven systems. If we understand the systems we pass through as we traverse the river, we can bypass their challenges and benefit from surprising opportunities. If we move the rocks in the river as we pass, we can also make a better path for everyone. We live in systems that come in all shapes and sizes: from the family to the planetary. 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. In this handbook we look at systems ranging from interpersonal relationships, local communities, whole societies to global narratives. We live in interdependent systems that are built on information and powered by relationships. The uncommon sense approach blends systems thinking, strategic communications and narrative change strategy, to give us five ways to truly shift systems and narratives for a healthier 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. Whether you are donating your time to work on social change in your community, a professional changemaker in a not-for-profit civil society organization, a donor seeking to increase the impact of your philanthropic investments, or a government policymaker seeking to lead more effective change, this resource is designed to help you strengthen your effectiveness and impact. This handbook is packed full of ideas, stories and tools. If you already have a grounding in systems thinking, you will understand the methodologies and tools here more easily. If not, look out for more content coming soon… The ideas in here are curated, not created. This resource benefits from and weaves together the experiences and knowledge of practitioners and researchers from across the Americas, South and Southeast, East Asia, Europe, Australia and Africa. We have looked at complexity and systems in movement practices, Indigenous thinking, academic study, and the natural world, and the latest examples from communicators and campaigners around the world. The methodology introduced in this handbook is built on three main foundations: Systems Thinking for social, environmental and economic justice Strategic Communications across multiple platforms and channels Practical Examples from successful campaigns and narrative change efforts As changemakers we need to sense our way around and through systems in order to change them. We have organized this handbook into five steps - spelling out the word S.E.N.S.E. - to help you approach your challenge: System : Profile the system you want to change Equilibrium : Set a near-star and far-star goal to shift the system Navigation : Design & deliver strategic communications campaigns Storms : Plan for and strategically respond to emergent crises and opportunities Energy : Evaluate when to change course and when to walk away We use the S.E.N.S.E. methodology to explore and strategize for change at every level of the system: from the interpersonal relationship to the community, country and planetary narrative. If this is your first time working with the S.E.N.S.E. methodology, we recommend that you work through it in chronological order. Consider reading all the way through the materials over the course of a week, then working with the tools and ideas over the course of a few months or longer as you design and deliver a systems-oriented strategic communications campaign. Give yourself the space to ponder, explore, and challenge your own assumptions. Remember, the S.E.N.S.E. methodology involves a different way of seeing the systems around us and setting strategies for long-term change. Once you are more familiar with the concepts you will discover that this handbook is designed so you can jump back and forth between the chapters or sections that you most need in a particular moment in your change-making work. Use this resource however you want. Attend a Multicultural Leadership Institute training. Create your own strategy workshop. Copy it, stick it on the wall, remix it. And, please let us know how you get on. Share new stories and case studies. Offer suggestions for how this community resource can be even better. We look forward to hearing from you: uncommonsense@multiculturalleadership.org

Level Definition Leverage Point Natural Ecosystem (eg river) Institutional Systems (eg corporation, bank, government) Cultural Systems/Narratives, values, practices, social norms What The most visible inputs or outputs, that define the rate of change in a system. Constants, Numbers & Parameters Water levels. Riverbank density. Weather changes. Seasonal migration and life cycles of flora & fauna. Corporation, bank or government. Land. Product prices. Income and expenditure. Profit. Tax. Import and export tariffs. Debt. Subsidies. Normative rules. Legal standards. Outcomes of cultural practice: Volume of media articles & content. Attention within a group. Language, music or art. What An element that stabilizes the inputs and outputs of the system so it does not malfunction. Buffer size relative to system flows Riverbanks and rocks. Body of water in a lake (greater than inflows and outflows). Corporation, bank or government. Population. Staff. Money in the bank. Events: Time periods, places and spaces available for groups to meet or hold events, e.g. holidays, ceremonies, festivals. What The structure that allows inputs and outputs to pass through the system. Structure of Stocks & Flows Types of stone and soil. Flora and fauna habitats. Corporation, bank or government: Supply chains. Roads and transport networks. Population birth rates. Departments, offices. Norms and traditions in patterns of events: Expected recurrence of events, behaviours and practices e.g. worship, seasonal celebrations or patterns of communication. What The time it takes for information to arrive to instruct the system, in relation to how quickly the system changes. Length of delays Natural disasters. Flow rate of dumped pollutants reaching the sea. Corporation, bank or government: License approval mechanism. Pandemic affecting travel availability and access. Some internet regulation. Incomplete and full rollout. Access to communications channels and distribution of communications, e.g. via instant message, social media, email, TV, radio, print media. How A loop that can slow down a system process. Negative Feedback loops Pesticides. Organism mortality rates. N.B. Weather and any new flora or fauna can be a negative or positive loop on others. Corporation, bank or government: Systems monitoring extraction of resources e.g. forests. Whistleblower protection. Probationary periods. Law services. Minimum wage. Fines. Lawsuits. Government. Freedom of Information Act. Voting restrictions/permissions. Elements impinging ability for cultural system to function. Laws e.g. injunctions. Technology e.g. firewalls. Health: Mortality rates, physical safety. How A loop that can speed up a system process. Positive Feedback loops Fertilizers. Organism birth rates. Corporation: Interest & profits. Economic: Printing more money. Government: Subsidies and investment. Elements enabling the cultural system to function: Subsidies. Widespread media coverage. Where A loop that allows information to be delivered to specific parts of the system. Information Flows Root networks of trees and plants. Communication within groups of animal and birds. Corporation, bank or government: Meetings, emails, WhatsApp groups, internet. State-owned vs independent media and social media. Internal press office. Media: Media owners. Existence of independent media and fact-checking services. Well-connected influencers. Investors and advertisers. Event conveners or connected people in groups. Who The rules that define how a system works. System Rules Flora and fauna following the laws of ecology: 1. Everything is connected to everything else. 2. Everything has to go somewhere or there is no such place as away. 3. Everything is always changing. 4. Every change has a cost and a benefit. 5. Everything has limits. Corporation: Executive Board. Government: Treasury. Government ministries and departments. National Constitution. Media owners. Religious leaders. Governments. Media monopoly laws. DEI policies. Who The power to add, change, evolve, self-organize the structure of the system. Power to Change System Structure DNA: The building blocks of life. Corporation, bank or government: CEO & Board of Directors, President / Chancellor. Spouse or partner: Sometimes the partner of a key decision-maker holds power over their decisions. Government, company directors, media owners and religious leadership groups. Why The intended purpose of the system. Goals of the System Birth, life and death. Balance and flow. Corporation, bank or government: Extractivism: Create wealth by removing and exploiting finite natural resources. Capitalism: Create wealth efficiently and raise standard of living and grow. Democracy: Government by the people, respecting human rights and freedoms. Meaning, commitment, identity and trust in your community, shared beliefs, power and satisfaction. Why The thinking and context from which the idea for a system and its elements arises from. Mindsets & Paradigms Natural selection: The best adapted species survive and reproduce. Corporation, bank or government: Extractivism: Nature is a stock of resources with the purpose of being converted for human use. Capitalism: Private owners can control countries’ land, trade and industry for profit. Demand and supply should be free to set market prices. Democracy: People vote their elected representatives into government. Central decision-makers in religious, media, government and normative institutions who have the power to introduce a new worldview that defines what is important, true or valuable, for example: Religious leader, President, Education Minister, CEO of a media owner or social media company. Could promote circularity and sustainability through their practices, events, celebrations. Why The ability to see beyond current paradigms and help usher in new ones, for example synthesizing thinking. Power to set Paradigms Mutation: DNA changes create new traits in organisms. Gene flow: The ability of species to interbreed and create new species. All investors and Central banks: Controlling the moving in and out of national and economic systems. Can reshape economic policy. Governments: Able to regulate business and trade within national markets. International Financial Institutions: The International Monetary Fund critical in the rise of neoliberal economic policies and to help shape debt restructuring. High profile influencers across the system who when aligned, could shift the system from e.g. individualistic to collective responsibility: Innovative artists, writers, filmmakers, philosophers etc., who have influence over decision-makers. Innovative popular religious figures, government, economists, corporate thinkers – who have influence over decision-makers. Section 1 Section 2 Section 3 Section 4 Section 5 Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 5 Chapter 6 Chapter 7 Chapter 8 Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 1 Chapter 2 Chapter 3 Chapter 4 Chapter 9 Chapter 10 Chapter 11 Chapter 12 Level Leverage Point Definition Natural Ecosystem (eg river) Institutional Systems (eg corporation, bank, government) Cultural Systems/Narratives, values, practices, social norms What Constants, Numbers & Parameters The most visible inputs or outputs, that define the rate of change in a system. Water levels. Riverbank density. Weather changes. Seasonal migration and life cycles of flora & fauna. Corporation, bank or government. Land. Product prices. Income and expenditure. Profit. Tax. Import and export tariffs. Debt. Subsidies. Normative rules. Legal standards. Outcomes of cultural practice: Volume of media articles & content. Attention within a group. Language, music or art. What Buffer size relative to system flows An element that stabilizes the inputs and outputs of the system so it does not malfunction. Riverbanks and rocks. Body of water in a lake (greater than inflows and outflows). Corporation, bank or government. Population. Staff. Money in the bank. Events: Time periods, places and spaces available for groups to meet or hold events, e.g. holidays, ceremonies, festivals. What Structure of Stocks & Flows The structure that allows inputs and outputs to pass through the system. Types of stone and soil. Flora and fauna habitats. Corporation, bank or government: Supply chains. Roads and transport networks. Population birth rates. Departments, offices. Norms and traditions in patterns of events: Expected recurrence of events, behaviours and practices e.g. worship, seasonal celebrations or patterns of communication. What Length of delays The time it takes for information to arrive to instruct the system, in relation to how quickly the system changes. Natural disasters. Flow rate of dumped pollutants reaching the sea. Corporation, bank or government: License approval mechanism. Pandemic affecting travel availability and access. Some internet regulation. Incomplete and full rollout. Access to communications channels and distribution of communications, e.g. via instant message, social media, email, TV, radio, print media. Page 1 of 3

Chapters Browse by chapter Uncommon Sense was shaped by the insight and collaboration of over 120 climate communication specialists from more than 20 countries. Their collective wisdom helped craft the strategies, stories, and tools within these pages. Below are the writers and editors who distilled that global knowledge into the lessons and shareable insights found throughout Uncommon Sense. Filter by Section Section 1 Introduction Section 1: System Chapter 4 Autonomy is a Myth Section 1: System Chapter 7 Solidarity is a Verb Section 2: Equilibrium Chapter 10 Narrative is Water Section 3: Navigation Chapter 14 Values Are Bedrock Section 3: Navigation Chapter 17 Storms Are Stories Section 4: Storms Chapter 21 Change is Constant Section 4: Storms Chapter 24 Seeds Are Fruit Section 5: Energy Chapter 1 We Live in Systems Section 1: System Section 2 Introduction Section 2: Equilibrium Chapter 8 Force Begets Resistance Section 2: Equilibrium Chapter 11 Needs Are Motives Section 3: Navigation Chapter 15 Decisions Are Learned Section 3: Navigation Chapter 18 Flexibility is Perseverance Section 4: Storms Section 5 Introduction Section 5: Energy Chapter 25 Endings Are Beginnings Section 5: Energy Chapter 2 The Simplicity of Complexity Section 1: System Chapter 5 Systems Do Not Die Section 2: Equilibrium Chapter 9 Loops Can Be Unlocked Section 2: Equilibrium Chapter 12 Communities Are Currents Section 3: Navigation Chapter 16 Emotion is Oxygen Section 3: Navigation Chapter 19 Foresight is 20:20 Section 4: Storms Chapter 22 Reflection is Action Section 5: Energy Conclusion Conclusion Conclusion Chapter 3 Levels Are Levers Section 1: System Chapter 6 Relationships Are Power Section 2: Equilibrium Section 3 Introduction Section 3: Navigation Chapter 13 The Messenger is the Message Section 3: Navigation Section 4 Introduction Section 4: Storms Chapter 20 Wrestling With Trolls Section 4: Storms Chapter 23 Truth is Human-shaped Section 5: Energy