Browse Chapters Close Home Contributors Content Filter Search Results Introduction Section 1: System Chapter 1: We live in systems Chapter 2: The simplicity of complexity Chapter 3: Levels are levers Chapter 4: Autonomy is myth Section 2: 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 Section 3: Navigation Chapter 10: Narrative is water Chapter 11: Needs are motives Chapter 12: Communities are currents Chapter 13: The messenger is the message Chapter 14: Values are bedrock Chapter 15: Decisions are learned Chapter 16: Emotion is oxygen Section 4: Storms Chapter 17: Storms are stories Chapter 18: Flexibility is perseverance Chapter 19: Foresight is 20:20 Chapter 20: Wrestling with trolls Chapter 21: Change is constant 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 Uncommon Sense A systems-based strategic communications handbook for changing the world. 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. There’s no one right way to use it. Choose your own path... Read in order Start with the introduction and move chapter by chapter Start Here Browse Sections Dive straight in by exploring the five S.E.N.S.E. sections Explore Sections Explore Themes Filter information by stories, concepts, and practical tools Content Filter Offline Reading Save the whole book as a PDF onto your device Download Explore the five sections of S.E.N.S.E. System Section 1 ◇ Chapter 1 We live in systems ◇ Chapter 2 The simplicity of complexity ◇ Chapter 3 Levels are levers ◇ Chapter 4 Autonomy is a myth Equilibrium Section 2 ◇ 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 Navigation Section 3 ◇ Chapter 10 Narrative is water ◇ Chapter 11 Needs are motives ◇ Chapter 12 Communities are currents ◇ Chapter 13 The messenger is the message ◇ Chapter 14 Values are bedrock ◇ Chapter 15 Decisions are learned ◇ Chapter 16 Emotion is oxygen Storms Section 4 ◇ Chapter 17 Storms are stories ◇ Chapter 18 Flexibility is perseverance ◇ Chapter 19 Foresight is 20:20 ◇ Chapter 20 Wrestling with trolls ◇ Chapter 21 Change is constant Energy Section 5 ◇ Chapter 22 Reflection is action ◇ Chapter 23 Truth is human-shaped ◇ Chapter 24 Seeds are fruit ◇ Chapter 25 Endings are beginnings 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, View full contributor list Don’t miss new tools, updates and resources Get occasional updates from Uncommon Sense. 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.

Section 5 Energy Chapter 24 Seeds are fruit This section urges campaigners to adopt long-term and long-time thinking—looking beyond immediate goals to consider how today’s actions will shape the world for future generations. Drawing from Indigenous “seven generations” philosophy, it highlights the need for visions (Guiding Stars) and practical steps (Near Stars) that ensure sustained impact. Jump forward and backward in time to ensure you’re acting for the long term. Many Indigenous communities across North America use “seven generations thinking” to make decisions. They think about how their actions today will affect the next seven generations of people. “In our every deliberation, we must consider the impact of our decisions on the next seven generations.” Iroquois Proverb Focusing only on the short term is a big problem not just in capitalist systems but also in the efficacy of campaigning. For example, the campaign to end the slave trade took decades, and some forms of slavery still exist today. The Chinese government has a 100 year plan. But many organizations, coalitions, and leaders only plan for three or four years, and some make long-term plans without clear steps to achieve them. “To use an agricultural metaphor, the current system [of movements attempting to build narrative power for justice] is focused on generating and cascading seeds of knowledge, but overlooking the soil where it is hoped that this will flourish.” Global Narrative Hiv e So, we come to the third question of reflection: “What now?” Once we understand how the system is changing (Chapter 20), and who and what is contributing to that change (Chapter 21), how do we plan our next steps to reach our Guiding Star and Near Star (Section 2)? We need to consider both: Long-termism: Predicting and planning for the future based on rapid and sustained developments Long-timism: Cultivating an attitude of care for the world beyond our lifetimes** It is important to consider what will be needed in seven generations from now. How many people, how much money, and how much effort will it take to change the system over this period? How can we keep the energy and commitment in our community to continue pushing for change? How can we inspire future activists and campaigners to keep the pressure on? “We can’t build what we can’t imagine, so it is imperative for us to create spaces that allow us to infinitely stretch our understanding of what’s possible.” Walidah Imarisha As with all the tools we propose, you will get better results by doing this in community with people you work with and for, and outside with the element of this chapter. There are three stages to this process: Immerse ourselves - Imagine the people we care about and how the world changes for them, in the past and future. See the forest for the trees - Consider the long-term and short-term impacts across the system. Draw out new paths - Put ourselves in the others’ shoes to find ways to a better world. Footnote: **We have borrowed the methods here from a Long Time Project practice created by Ella Saltmarshe and Hannah Smith. For more on long-time thinking see their toolkit here: https://www.thelongtimeproject.org/s/Long-Time-Project_Long-Time-Tools.pdf TOOL Human Layers Step 1: As a group, stand in a large circle 12 feet across, in a room or outside in a good amount of space. Close your eyes and feel your feet on the ground. Breathe deeply. Step 2: Think of someone you love or admire of your grandparents’ age. Focus on what it is in them that evokes warmth in you. It could be their smile, something that made them laugh, their hands, anything. Step 3: Take one step behind where you are and imagine being with that person 40 years in the past. How is that same quality that evoked warmth in you? Step 4: Take another step back and imagine being with that person another 30 years in the past, at their ninth birthday party. Where are you? Take a look out the window - what is it like? How are people behaving? Step 5: Now return to the spot you started in and imagine a small person (child, grandchild, niece) who you love or admire, and focus on what it is that evokes warmth in you. Step 6: Step forward one step and imagine being with that person 40 years in the future. Step 7: Step forward one step again and imagine you are at their 90th birthday party. The guests toast you. What are they choosing to toast you for? Step 8: Step back to the place you started in and take two deep breaths, opening your eyes again. You’ve just time traveled almost 200 years. Share with the group how you feel. What’s coming up for you? TOOL Changing Spectacles Step 1: Go back to your fire chart from Chapter 20. Take 2 sets of Post-Its, each in a different color. Ask the group to write down on the different colors, and place on the chart both positive and negative examples of: Long-termism in the system Norms, relationships, narratives, processes and outputs that are driving short term results Step 2: As a group, discuss how the most critical changes to the system are connected to long-termism and short-termism, and to different stakeholders and efforts that you and others you’ve consulted, have identified. Could you focus your efforts on strengthening or weakening those efforts with the greatest long-term effects? Step 3: Return to your overall plan. What changes might you make to your Guiding Star, Near Star, or to your targeting in order to have these greater long-term effects? TOOL Future Ripples Part 1: Go back to your fire chart. In your group, allocate to individuals in your group key stakeholder relationships (not individuals) in the system. These could be human or non-human, e.g. a river with connected ecosystems / a child and their mother in an affected community, the President and the World Bank. Part 2: Ask them to consider the implications of your updated plans in terms of: Time: What might their needs be in 5, 20, 50 years time? How might your campaign affect them? Assumptions: What assumptions about these stakeholders are we making in our plan? Why might these stakeholders question them? Practicalities: What constructs do the stakeholders need to know in order to do what we want them to do? How might this stakeholder themselves approach this differently? Part 3: What longtime changes in focus do you need to make to your plan to future proof it? Think of these areas: Guiding Star and Near Star Critical relationships and deep loop Target audiences, narrative and activities Prevention of and preparation for storms Previous Chapter Next Chapter

Section 2 Equilibrium Purpose Learn how to set effective goals and how to shift relationships to shift a system. How to use this section Read this before you analyze stakeholders or set an aim or objectives. We understand our current position and the system we are in. Now, where do we go from here? For thousands of years, humans have looked to the stars to understand their place in the world and navigate from one place to another. They give us meaning, understanding and equilibrium. Similarly, we use a star chart to map which relationships power the system and how to consider these in setting long-term and short-term goals. Systems do not die: A Guiding Star and Near Star act like an aim and objective for a system, serving as its compass. A system can afford to lose sight of its Near Star for a while, but when a system loses sight of its Guiding Star, it can lose its equilibrium and crash. Relationships are power: We know more stories about star constellations than individual stars because power and meaning lie in relationships, not individuals. In this Chapter, we learn how to identify and focus on the most influential relationships in a system through Relationship Constellations. Solidarity is a verb: It is said that history is written by the victors. Those who win are proactive, collaborative, and determined. Here, we learn how to apply our own force to ensure justice, particularly for those whose exclusions are compounded by multiple, overlapping, oppressions at once. Force begets resistance: It is easy to overlook the emergent people and groups within a system that could help us make change happen. Shooting stars can be destructive in space but are a sign of good luck in some cultures. Working with shooting stars by collaborating across movements and beyond can significantly help shift systems. Loops can be unlocked: The loops of stars and planets power the relationships among them. Among those loops is one deep loop that drives the whole system. Only by collaborating to alter this deep loop can we shift a system. Section summary Previous Chapter Next Chapter

Section 4 Storms Purpose Prepare how to flex to be ready when crises or opportunities arise. How to use this section Read this before you set an activity timeline or plan for risks. We have learned that we live in systems, that we need to change their equilibrium to shift them, and that we need to navigate narratives, needs, communities, messengers and values to activate people. But change does not happen in a vacuum. Crises and opportunities come and go like storms in the natural world - and they can be prepared for. Aboriginal Australian and Torres Strait Islander peoples follow their own seasonal cycles, different from the Western four-season system. They observe natural signs to predict weather changes* and plan activities like crop rotation or resource gathering accordingly. Preparing for Every Storm Storms can affect any and every level of a system. Storms come in three types: Developmental (an identity challenge or opportunity), Situational (operational challenge or opportunity) and Existential (survival or evolution challenge or opportunity). Storms also have a beginning, middle and an end like any story. Here we use a storm chart to help plan for or create an event affecting your campaign and the system. Interpreting storms Watching a storm approach, we feel changes in air pressure. Similarly, events can start positively or negatively and shift unexpectedly. We should not underestimate storms or our ability to handle them. In Chapter 16 we sit in the eye of the storm, able to diagnose every kind of crisis or opportunity under one of three types. Signs from Nature Nature offers signs of approaching storms or seasons. Dolphins notice changes in water salinity, birds detect shifts in air pressure, and Aboriginal peoples observe insect arrivals. We explain what to watch for. Prevention through Simulation Prevention is better than cure. Simulation helps prevent crises by preparing us to adapt in real time. Testing our responses helps us turn situations to our advantage and reshape the system. Working with Storms When a storm hits, it is better to work with it than to confront it directly. Animals use four strategies: sidestep, adapt, shelter, or charge. They communicate and organize effectively. We show you how to apply these strategies in various situations. Dealing with sustained challenges During monsoon season or prolonged storms, we may need to adjust our goals or strategies to influence stakeholders effectively. This section guides you through managing sustained crises, system shifts, or ongoing challenges. Sources: * https://australiancurriculum.edu.au/TeacherBackgroundInfo?id=56843 ** https://en.wikipedia.org/wiki/Indigenous_Australian_seasons Section summary Previous Chapter Next Chapter

Browse Chapters Close Home Contributors Content Filter Search Results Introduction Section 1: System Chapter 1: We live in systems Chapter 2: The simplicity of complexity Chapter 3: Levels are levers Chapter 4: Autonomy is myth Section 2: 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 Section 3: Navigation Chapter 10: Narrative is water Chapter 11: Needs are motives Chapter 12: Communities are currents Chapter 13: The messenger is the message Chapter 14: Values are bedrock Chapter 15: Decisions are learned Chapter 16: Emotion is oxygen Section 4: Storms Chapter 17: Storms are stories Chapter 18: Flexibility is perseverance Chapter 19: Foresight is 20:20 Chapter 20: Wrestling with trolls Chapter 21: Change is constant 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 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: 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 Equilibrium Navigation Storms Energy 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 Start Section 1

Browse Chapters Close Home Contributors Content Filter Search Results Introduction Section 1: System Chapter 1: We live in systems Chapter 2: The simplicity of complexity Chapter 3: Levels are levers Chapter 4: Autonomy is myth Section 2: 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 Section 3: Navigation Chapter 10: Narrative is water Chapter 11: Needs are motives Chapter 12: Communities are currents Chapter 13: The messenger is the message Chapter 14: Values are bedrock Chapter 15: Decisions are learned Chapter 16: Emotion is oxygen Section 4: Storms Chapter 17: Storms are stories Chapter 18: Flexibility is perseverance Chapter 19: Foresight is 20:20 Chapter 20: Wrestling with trolls Chapter 21: Change is constant 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 Conclusion The humans of the last 100 years have: Created beautiful art, music, and culture. Reached the moon and new breakthroughs in science Had a more destructive impact on the rest of the planet than any other living beings in history - surpassed in driving species extinction by only such cataclysmic events on the scale of the meteor that led to the extinction of dinosaurs Until humans realize that we are all interconnected parts of nature, that we need to respect the relationships that bind us, and that how we communicate is what can truly shift change, our children's children will not live in the safe, vibrant, alive place that generations of our forebears have taken for granted. Common sense is that this is man vs nature. Uncommon sense is that we are nature. We need a new common sense. “Action is the antidote to despair.” Joan Baez There are seeds growing: Agroecological economies like West Papua Indigenous-fronted global movements The perception of the Amazon rainforest as a treasure more than a commodity; Increasing interest in post-growth new economic models, Indigenous and complexity thinking Campaigners prioritizing movement strength and social justice alongside regular goals Countries granting citizenship and rights to rivers Charitable foundations handing out their money to civil society with no strings attached Societies of colonizers beginning to engage with their bloody legacies “And what seemed almost impossible looking forward seems almost inevitable looking back.” Frances R. Westley, Getting to Maybe: How the World Is Changed But it is not enough. The iterative approach of most corporate Environmental and Social Governance (ESG) efforts are iterative and unlikely to sufficiently catalyze system change. Political polarization, disinformation, deep-fakes and social media echo chambers are more dominant and widespread than ever, increasing the spread of conspiracy theories. We need a leap not a step forward. Governments and economies that value reciprocity more than growth, that grant and enforce collective rights for land and natural resources alongside people and intersectional environmental justice. And an understanding that together, every one of us has the power to make governments and companies take responsibility, make the short term changes to safeguard the planet we love and that are a part of. “Every moment is an organizing opportunity, every person a potential activist, every minute a chance to change the world.” Dolores Huerta Every one of us can fight for change. Let’s start a revolution with uncommon sense. We hope this book helps you take that leap forward in whatever work that you do. We invite you to borrow what you like, ignore what you don’t, and share your views on what could be added or improved. We want to spark conversations in different languages and cultures about how we can contribute to making the world just a little bit better. Let’s make a more collective, sustainable future inevitable. Previous Chapter Choose Your Path

Section 3 Navigation Chapter 10 Narrative is water Narratives are like water flowing through a system, shaping how people see the world and what they believe is possible.They are more powerful than facts alone and determine how messages are received. To create change, we must identify dominant and counter-narratives, understand how they are told and heard, and use framing strategies to shift worldviews. 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. “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 To explain how narratives work, we have used a water chart: 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. CONCEPT How Populists Use Narratives 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. CONCEPT The Features of Narrative 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. Example: Narrative power analysis - Story Told 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 STORY Women Use Anlu for Social and Political Change, Cameroon 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: 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 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, organised 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 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. 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. 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 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 . Previous Chapter Next Chapter

Section 3 Navigation Chapter 16 Emotion is oxygen In today’s fast-moving media landscape, concise and emotive messages are vital. Effective counter-narratives rely on speed, clarity, and authenticity, reaching audiences through trusted voices at the right time. A concise, clear and emotive message can spread quickly and inspire action. The news cycle moves faster than it ever has before. Algorithms and Artificial Intelligence have advanced so much that data can be gathered, repurposed and shared instantly. This brings overwhelm for individuals and is killing traditional media in many countries. “In so many ways, the internet serves more as an affirmation superhighway, a way to affirm political beliefs and identities.” An Xiao Mina But human emotion gives us hope for our counter-narratives. Systems do not die; they evolve. Human-centered stories are real, memorable, and exciting. Citizen journalism and media focused NGOs in countries from Brazil to Indonesia have filled in the gaps. Artificial Intelligence based on the values, mental shortcuts and biases of San Francisco based programmers cannot tell stories that resonate with all of humanity. Strategic communications are key. Aboriginal Australians use songs to teach young people paths through the outback. We need to use one counter narrative across the right channels to the right people at the right time. This is the oxygen that we need for our counter narrative to travel. These messages and counter narratives can be delivered subliminally too. Flip the Script is a campaign that has succeeded in getting Hollywood producers to normalize the use of reusable bottles rather than plastics, to help drive behavior change to switch away from plastics. “Politics is where some of the people are some of the time. Culture is where most of the people are most of the time.” The Culture Group, Making Waves There are three key ways to make the most of any moment*: Time: Identify the type of crisis or opportunity. Do you need to respond to this story? Be fast and first to respond. Use your pre-prepared and pre-rehearsed strategy. Message: Tailor the values frame for each media channel’s audience. Keep your media release short, urgent, with one clear and memorable message. Tell your story to deliver your counter narrative. Show what you’re for and in contrast, what your opponent is for, e.g. “This is racist.” Space: Train spokespeople from the affected community, in advance, as authentic voices. Center these authentic voices throughout your counter narrative, story, messaging and quote them in your media release. Put new spokespeople forward to more supportive media. Keep up momentum by involving the community in online and other actions. A strong message needs to be memorable, beyond just a slogan. Match the tone for the audience, and practice it for specific moments. We recommend creating: An elevator pitch - a 3-sentence summary to engage someone in a brief encounter. It should show the audience how they can help make a change. A memorable idea - a metaphor, symbol, hashtag, or slogan that is easily recognized and reminds people of your campaign’s goals and desires. If it’s very memorable, it could become a meme, traveling far and wide across media and among the public. Source: *With thanks to Aliya Ahmad and Neha Madhok and their interview highlights at https://commonslibrary.org/fast-and-first-shifting-narratives-through-rapid-response-media-campaigning/#Tips Structure of a winning message: NEON On attention economy definition: https://acroll.substack.com/p/what-comes-after-the-attention-economy#:~:text=Economies%20are%20driven%20by%20what,live%20in%20an%20attention%20economy . With thanks to https://commonslibrary.org/fast-and-first-shifting-narratives-through-rapid-response-media-campaigning/#Tips STORY Highlighting Racist Public Health Response, Australia At the start of the Covid-19 Delta outbreak, several people in south-western Sydney tested positive. The New South Wales regional government in Australia increased policing and blamed local communities for not following public health orders. The majority of these communities were racially and culturally diverse, as well as working class, and so the government’s response perpetuated racist and classist undertones and stereotypes. Campaigners working on social, economic and racial justice sought to rapidly disrupt and change the narrative from blaming the affected communities to highlighting the unfair and racist response by the regional government. Their efforts focused on: Timeliness: Immediate Response: Quickly organized and reacted to the initial negative media coverage, and this was supported by a strategic, responsive, messaging framework that was developed in case of such a need arising. Media Release: Sending out a quick and clear media release within 30-45 minutes of the news breaking Space: Community Engagement: Worked within the affected communities to gather their perspectives. Media Platforms: Utilized different media platforms, including community radio and social media, to spread the message. Message: Clear and Emotive: Changed the framing from "police activity in problematic regions" to "racist Covid crackdown." For example: The regional government influenced initial coverage like the headline: "Police activity bolstered across problematic Sydney regions in desperate bid to shut down Delta transmission." The core message of this blamed communities for the outbreak. Community leaders and activists quickly organized and contacted media outlets, leading to the headline: "Covid crackdown in Sydney’s southwest labeled racist amid major police operation." The core message here highlighted the unfair and racist targeting of communities. Conflict: Used strong rhetoric to appeal to the media, labeling the response as racist. Community Voices: Ensured spokespeople from the affected communities spoke out, adding legitimacy. Campaigners were successful in increasing awareness, shifting the narrative and local public opinion. The public debate changed from blaming communities to criticizing the racist crackdown. More people understood and supported the affected communities' situation. By using time effectively, engaging the right spaces, and crafting a concise and emotive message, the narrative was quickly changed to inspire action and support for the affected communities. Read more: https://commonslibrary.org/fast-and-first-shifting-narratives-through-rapid-response-media-campaigning/#Tips STORY Panties For Peace Campaign, Myanmar In 2007, after a harsh crackdown on democratic protests in Myanmar, public protests became impossible. Despite this, dissent continued through creative and lower-risk actions. In this case - now known as the ‘Panties for Peace’ campaign or Sarong Revolution - where women turned harmful gendered norms against their bodies on their heads, using their bodies as tools of protest and revolution. Women activists mobilized against both state militarized control in an imaginative and transgressive way, using a gendered artifact - their underwear. The campaign, coordinated by a Burmese activist group in Thailand, asked women to send their underwear to the generals in the Myanmar military Junta via international embassies and fly their htamein (women’s skirts) ahead of the 2008 referendum. This was a way of mocking the military and its gendered rules and superstitions - in particular that any kind of contact with female underwear will sap them of their power. Campaigners found a way to protest against Myanmar's military junta that was safer, widely spreadable, and inspired action despite the dangers of public gatherings: Time Prompt and Timely Action: The protest utilized the generals' superstitions by asking supporters to mail panties quickly to maintain momentum and leverage the cultural belief that female underwear could sap their power. Space Distributed Protests: The action allowed individuals to participate from their own homes by mailing panties, making it possible to protest without gathering in public spaces, which were heavily controlled. Message Clear and Emotive Message: The protest message was simple and provocative: "Send panties to the generals." This used humor and cultural taboos to ridicule the military leaders and highlight their fear, making it easy to understand and spread. Spreading the Message: Utilizing Humor: The action used humor to mock the generals, breaking their image of power and making it easy for people to join in and support the cause. Leveraging Symbols: Using women's underwear as a symbol made the protest visually striking and memorable, helping the message spread quickly both locally and internationally. This activity was successful in inspiring widespread participation. Many people, both within Myanmar and globally, participated by sending panties, making the protest effective while managing risks to their safety by maintaining anonymity. The use of humor and superstition weakened the junta's power in the public sphere, showing that they could be mocked and ridiculed. It inspired others by showing that resistance was possible even under severe repression. Read more: This Bra Protects Me Better Than The Military: Bodies and Protests in the Myanmar Spring Revolution, Mra, Khin Khin and Hedström, Jenny: https://www.tandfonline.com/doi/full/10.1080/00472336.2024.2344117#abstract TOOL Idea & Metaphor Ripples Write out on Post-Its and stick on the wall, a maximum 2-3 sentences for each narrative ripple across the water. Choose separate Post-Its for different key stakeholders, networks, messengers. How does your narrative spread out? Does it all connect? Idea or metaphor Consider the dominant narrative, and your counter narrative and messages. Can you think of an idea, metaphor, symbol or slogan that taps into the values of your counter-narrative and your demands? Previous Chapter Next Chapter

Section 5 Energy Chapter 23 Truth is human shaped This section emphasizes the importance of evaluating system changes through diverse perspectives, not just internal metrics. Recognizing that bias, selective perception, and social dynamics shape how we interpret outcomes, the process calls for valuing stories and opinions alongside data to build a more truthful and balanced picture of impact. Gather with critics and neutrals to identify everyone's contributions to changes within and outside the system. Many Western societies base their analysis on scientific objectivity, believing there is only one true answer to every question. This can reduce our perception of risk. However, humans have selective vision and memories. We often lie to ourselves and others. What happens if we find that we’ve made no impact or made things worse? “Human eyes are selective… We think we can see ‘everything,’ until we remember that bees make out patterns written in ultraviolet light on flowers, and owls see in the dark. The senses of every species are fine-tuned to perceive information critical to their survival.” Rosamond Stone Zander and Benjamin Zander, The Art of Possibility In Russia there are thought to be two kinds of truth: universal truth, and pravda - human-shaped truth. Everyone has their own truth to tell. “We cannot escape ideology, but we can strive to be aware of its influence.” Adam Curtis After reflecting on changes in the system, we should value others’ opinions to help us evaluate. This is especially important when considering what has contributed to these changes and any outcomes we've achieved. Organizations often evaluate their contributions by themselves or hire independent consultants who may be biased. They also rely heavily on numbers to measure success. “To glorify democracy and to silence the people is a farce; to discourse on humanism and to negate people is a lie.” Paulo Freire, Pedagogy of the Oppressed There is power in asking and openly checking for bias by seeking opinions from critics, neutrals, and supporters. Let’s connect with allies, opponents, and others in the system we’re trying to change to gather stories, opinions, and anecdotes. Even our enemies might share the same ultimate goal but disagree on how to achieve it. Depending on how high risk the environment for your work, you could consider asking the following stakeholders: A government decision-maker or adviser (it does not have to be the decision-maker you're targeting) A local member of the public affected by the issue but unaware of your campaign A journalist tuned in to discussions in government An employee of a targeted company “If you have no critics you'll likely have no success.” Malcolm X We recommend: Ask each stakeholder to share what they believe has been the most critical change in the system as they see it, and why they think it has happened. Gather these answers together and explore them alongside the system chart, deep loop and narrative that you created in the exercise in Chapter 20 or previously.** Debias this process by asking yourself: Are we treating the data fairly? Are we considering this too quickly? Are we seeking confirmation? Are we avoiding some kind of risk in our conclusion? Read more: To explore deeper methodologies, research the solution-focused approach of Appreciative Enquiry or the anecdotal approach of Most Significant Change . Source: Rosamond Stone Zander and Benjamin Zander, The Art of Possibility, Transforming Professional and Personal Life (2000), p.4 CONCEPT Social Threats & Rewards David Rocks invented the SCARF model to show how our brains respond differently whether we perceive the people or situations around us as threats or rewards. When the brain is in a threat state, it shuts down to new ideas. When it is in a reward state, it helps us to communicate and collaborate more effectively. According to the SCARF model there are five domains of social threat or reward. For example, feeling respected helps us to feel we have status, and be more open to collaboration; while feeling criticized or like we have lost status, closes us off from interaction or effective collaboration with others. This sense of threat or reward also influences how we receive ideas, opinions and insights from others - and our ability to evaluate what is valuable information or not. For more on the SEEDS of bias and mental shortcuts that affect what we notice and how we consider, see Chapter 15: Decisions are Learned. Read more: https://www.mindtools.com/akswgc0/david-rocks-scarf-model Source: Image: MobLab https://mobilisationlab.org/ Source of SCARF diagram: SEEDS Model from the Neuroleadership Institute, The 5 Biggest Biases That Affect Decision-Making (neuroleadership.com). Take the SCARF assessment: https://neuroleadership.com/research/tools/nli-scarf-assessment/ , SCARF model: https://www.bitesizelearning.co.uk/resources/scarf-model-david-rock-explained TOOL Burning Through Bias Step 1: If you did not gather them using the tool in Chapter 20, now gather allies, opponents, bystanders (e.g. journalists, the public) together and ask them to consider the SEEDS of bias questions* when thinking about changes in the system, who has contributed and when sharing honestly in the group: Similarity: Am I choosing to believe what or who I’m used to? Expediency: Does this challenge my thoughts or suit my instincts? Experience: Am I assuming everyone had the same experience as me? Distance: Am I choosing the answer that fits my current mood, or is most convenient? Safety: Am I picking the safest, lowest risk option? Step 2: Ask each of them in turn to share what they think is the most critical change to the system over the period of your campaign, and why they think it happened. What’s working? Ask one person to capture these in full. Ask another to write each in brief on a post-it and place it on the right hand side of the chart. Step 3: Review the loops and connections across the fire together? What does this tell you about how your campaign is doing? Go deeper: Evaluators use the original Most Significant Change tool to ask affected community members about the most significant change in their lives. The multiple perspectives from this process can challenge the biases of the facilitators as well as identify patterns and causes. Previous Chapter Next Chapter

Section 2 Equilibrium Chapter 5 Systems Do Not Die Lasting change comes not from new leaders, but from reshaping a system’s vision. This chapter introduces Guiding Stars — long-term visions rooted in trust, empathy, and collective wellbeing — and Near Stars, shorter-term milestones that show we are on track. 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) 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 Previous Chapter Next Chapter

Section 1 System Chapter 4 Autonomy is myth Systems are deeply interconnected, with each part dependent on others — both within the same system and across different ones. This chapter shows how to extend the soil chart to map interdependent systems, using Bolivia’s Water War as a case study of how diverse groups came together to reclaim control of vital resources. Every part of a system depends on other parts of the same system, and sometimes on other systems. We are influenced by many interdependent, tangible and intangible systems, from people and institutions to values and norms. Every ecosystem has at least one keystone species - an organism that is critical to the survival of others in the ecosystem, and to keeping the system in balance. Its removal can cause irreparable damage. This is exactly what happened with the decline of sea otters off the coast of Alaska. In the 1990s the hunting of whales and sea lions removed two primary food sources for local orcas. When the orcas then began to increase their hunting of sea otters, the sea otter population dropped dramatically, causing sea urchins to reproduce unchecked. The urchins killed off the huge underwater kelp forests which normally provided food and shelter for thousands of ocean species.* Multiple ecosystems work with each other all the time. Perhaps the best known example is of the different systems and relationships connected to a child: the family (parents and siblings), the school (teachers), the state (funding for education types), culture and class (norms and attitudes).** So to understand how to influence one system, we need to be aware of the others that interact with it. In Chapter 1 we showed how to use a soil chart to map a single system. In this Chapter we propose extending this soil chart to see how this system is interacting with and influencing others. We look at dependencies, tipping points (to consider the key moments that could kickstart change) and consequences (to see what might happen if we increased or decreased certain factors at different levels). STORY Bolivia's Water War In 1999, Bolivia, under pressure from the World Bank, privatized the water system in Cochabamba, a city of 800,000 people. The government handed control to a foreign company, Aguas del Tunari, which led to severe price hikes and the takeover of local water systems, creating widespread discontent. Campaigners sought to stop the privatization, reverse the water price hikes, and protect the local water systems. They did this in the following ways: Connecting Systems and Stakeholders: Local Response: Initially, local professionals and small-scale farmers raised concerns but were ignored. However, as the impact spread, various groups including water cooperatives, neighborhood associations, labor unions, and factory workers joined forces. Forming a Coalition: These groups formed La Coordinadora, led by union activist Óscar Olivera, uniting diverse stakeholders to fight against the privatization. Shutdown of the country: Public Mobilizations: La Coordinadora organized mass protests and road blockades, involving urban and rural workers, students, and ordinary citizens. They demanded the government end the contract with Aguas del Tunari, repeal the new water law, and reverse the price hikes. The protests reached a peak in April 2000 with widespread demonstrations and blockades. Symbolic Actions and Solidarity: Protesters used symbolic actions like burning unpaid water bills and organizing non-violent demonstrations, which gathered widespread support and media attention. Even as protests sometimes faced police violence, the diverse participation from all parts of society showed strong unity against the privatization - centering the message of the fundamental right to water for human life. Media and Global Attention: International Awareness: News of the protests and the involvement of Bechtel (a major corporation) spread globally through media and internet campaigns, drawing international attention and support. The government underestimated how well interconnected local, regional and national actors across the Who and How levels could combine to effectively shut down the country’s infrastructure and economy. The government eventually agreed to revoke Aguas del Tunari's contract and return control of the water system to public hands. The government also modified the water law to protect local water systems and ensure public consultation on rates. TOOL Systems Triggers & Consequences Take your soil chart from Chapter 3. Rewind 50 years and fast forward 100 years. When you do this, ask yourself: What does the system look like? Does it need to change? When or where are the tipping points where change could happen, e.g. rainforest turning to savannah? What are the consequences? What are the dependencies across these system levels? Who or what is directly affected, e.g. natural resources, keystone species, socioeconomic groups, cultural beliefs? Take your time and feel free to step up and down through the levels. Challenge your assumptions about why this system works in these different places. Footnotes: * https://www.rewildingbritain.org.uk/reintroductions-key-species/keystone-species-and-trophic-cascades **Gerald Zaltzman, https://hbswk.hbs.edu/item/the-subconscious-mind-of-the-consumer-and-how-to-reach-it **Bronfenbrenner’s Ecological Systems Theory https://www.simplypsychology.org/bronfenbrenner.html#The-Five-Ecological-Systems “Pull a thread here and you’ll find it’s attached to the rest of the world.” - Nadeem Aslam Previous Chapter Next Chapter

Section 4 Storms Chapter 20 Wrestling with trolls Opponents will always push back — through discrediting, delaying, dividing, or even attempting to destroy. Anticipating their tactics lets you stay ahead. By reframing debates, sidestepping traps, or adapting your Near Star, you can turn their strength against them and protect your campaign’s momentum. Use an opponent’s strength against them to minimize harm. When opponents attack or push back, this can feel like the most dangerous challenge of all. Every action has a counteraction. Anticipate your opponent’s moves to stay ahead. Understanding your opponent’s perspective and likely strategies helps you plan better and avoid surprises, making your campaign more effective. We have adapted approaches from the Commons Library for this chapter. Prepare for disinformation and misinformation Disinformation (deliberate sharing of lies) and misinformation (the sharing of rumors) tend to be types of developmental storm, but can turn into situational and existential threats. The best ways to prepare for this are: Risk management Build resilience in advance. Use the other tools in this Section to predict and rehearse what you would do Assess the risks for severity and impact of any possible disinformation and misinformation campaign Prepare approaches and messages to “prebunk” and mitigate disinformation and test them out using the Red Team tool in this Section Monitoring and Reporting Monitor social media daily e.g. by gathering links to ads being run by certain types of accounts Flag content on social media channels as disinformation Responding Seed alternative narratives (see Chapter 10): Use this as an opportunity to frame the (counter) narrative you want to take hold Frame your facts well (see Section 3: Navigation). Facts alone will not stop the storm Act swiftly and carefully. A hasty reaction could make the situation worse Act efficiently. One briefing that shows how and why the disinformation or misinformation is being spread can be referred back to. Respond directly and calmly to the source (unless you suspect this to be a fake social media account) to clarify Use multiple channels where the disinformation originated and which your audiences frequent. Troubleshooting Consider audience needs (see Chapter 11) and values (Chapter 14). Facts are not always enough. Many internet users are unwilling to engage with fact checkers Reach out via trusted messengers (see Chapter 13) and communities (Chapter 12). Personal preferences and social media algorithms that serve up content to reinforce certain views can prevent your message reaching an audience Show compassion: False and misleading information causes stress and pain for people, particularly at times of crisis. Showing intersectional compassion through your work and communications is a universal way to sidestep divisive rhetoric, show genuine support for people, and build trust. “The weakness of the enemy makes our strength” Cherokee proverb Charge through developmental storms In a developmental storm, an opponent might plant the seeds of a counter narrative to yours and: Discredit: Undermine your credibility through the media or public hearings, painting your group as unreasonable or radical Discount: Minimize the problem's importance or question your legitimacy. For example, they might call your group extremist or downplay the issue's severity Deflect: Shift attention to side issues or pass responsibility to another group. For example, if you demand a hazardous waste cleanup, they might talk about an unrelated environmental bill Deceive: Spread disinformation (deliberately), or misinformation (unintentionally) Mislead you into thinking meaningful action is happening when it is not. This includes offering fake solutions or setting up misleading meetings These may hinder your progress towards your goals and Near Star. The best way to deal with these is generally to charge: Frame the debate on your terms Publicise the tactics your opponent is taking Maintain your narrative Use trusted messengers to spread your narrative Avoid engaging directly with trolls ; instead, leverage supporters to use their weight against them and expose their inconsistencies Sidestep situational storms In a situational storm, an opponent might: Delay: Pretend to address the issue without actually doing anything, hoping to wear you out and make you lose momentum Divide: Create division within your group or between your group and the community. They might try to dox (publish private information about you), attack (to disable a website or other systems or infrastructure) separate moderate members from more militant ones Dulcify: Soothe or pacify by offering small concessions or benefits, diverting attention from the long-term issues Deny: Refuse to acknowledge the problem or your proposed solution. They might claim there's no problem or it is not significant enough - or launch a lawsuit against you Deal: Offer to work with you to find a mutually acceptable solution. However, be cautious of compromises that do not provide real value This kind of storm threatens your Near Star. The best way to deal with these is to sidestep and look at how you can use the situation to your advantage. You could: Consider your opponent’s psychology: You may do better by seeking a solution or partnership with them rather opposition Create illusion: Vary your tactics to keep them guessing. Trick your opponents into misjudging your plans, e.g. by making them think you have more resources or planned actions. This spreads their focus and weakens their response Seek support or solidarity Respond through allies or messengers that your audiences trust Raise funds for legal defense Know when to negotiate: Negotiation means settling a dispute through compromise, not surrender. Probing with certain tactics can reveal if negotiation is possible. Be careful not to propose talks too soon, as this might be seen as weakness. Compromise carefully. Giving up too quickly can cost you, while being too rigid can end talks. Understanding the political, economic, and social context helps in making wise decisions Use their weight against them: Nonviolence exposes your opponents’ harsh responses and can sway public sympathy. This works by affecting three groups: Uncommitted third parties: Witnessing repression of peaceful activists moves uninvolved people to support Opponent’s supporters: Violence against peaceful protestors can create dissent within the opponent’s group General grievance group: Enduring repression strengthens the resolve of activists Adjust your immediate goals or Near Star (in some situations) Adapt to existential storms In an existential storm, an opponent might try to: Destroy: Use legal or economic means to destabilize, bankrupt or eliminate your group through legal actions or law changes to restrict civil society space. This might include threats of lawsuits or actual legal action to intimidate you In such critical situations it is crucial to adapt. Consider alternative strategies to advance to your overarching goal or Guiding Star including: Change your Near Star Concentrate your strength against the opponent’s weakness: Use indirect approaches. Create the appearance of dispersed forces to cause the opponent to spread out, making your concentrated efforts more effective. Avoid giving your opponent time to concentrate their forces against you or build belief that they are winning Redirect or share resources with other activists or organizations Adjust your focus or explore new approaches By using these strategies it is possible to “downgrade” a storm from an existential threat to a situational or developmental obstacle. Read more: Dealing with the Opposition paper https://commonslibrary.org/disinformation-101/ More detail and case studies: https://commonslibrary.org/how-to-dealing-with-disinformation/ Civil society organization vs attacks cheatsheet: https://www.metgroup.com.mx/civilstory/wp-content/uploads/2022/12/SCO-attacks-cheatsheet.pdf STORY Dealing With A Government Crackdown, India An existential storm hit an environmental organization (names withheld for protection) in India - a series of coordinated direct attacks on their choice to campaign against massive fossil fuel companies, who were in regular communications with government authorities. The storm included a long list of hostile tactics: Discredit: An organized raid on the organization’s offices one regular working Monday by government officials who accused the organization of financial money laundering Destroy: Locked organization bank accounts so that salaries, rents and even electricity bills were not allowed to be paid Deceive: Fake media stories (disinformation) circulated among different local and national media to crackdown on the organization and question their legitimacy and credibility Destroy: Threats of jail sentences without bail issued to the organization leadership Discredit and Destroy: Private raids of the houses of elderly parents of campaigners and board members Although this storm disrupted the work of the organization, its campaigners were able to take very slow, strategic, steps to emerge from the crisis. This enabled them to revert to doing their work, but in different forms. First the crisis management team focused on a few things: Framed the debate internally on their terms: They maintained transparency within the team to avoid creating any internal divisions, so they could remain united. Considered their opponents’ psychology: A delay tactic was employed to give time to the authorities to tire out and eventually shift their focus to other things. Avoided engaging directly: They maintained their narratives but did not get caught up in a media battle. Instead they focused on a legal strategy that would prove them to be legitimate in their work and the allegations leveled against them to be false. Changed their Near Star and Adjusted their focus: of winning the ongoing campaigns was shifted to keeping the organization functioning and having the resources to fight the legal battle. Redirected resources: Due to the bank account blockades bankruptcy was unavoidable so the teams had to be dismantled but with application of foresight, maintaining transparency, it was done smoothly avoiding all possible disruptions. A small team of less than 10 people was maintained along with lawyers to continue the legal cases. Shared intelligence with others: Meanwhile the original campaigns were led by partners and allies so that they didn’t lose momentum while this organization dealt with the crisis in hand. Created illusion: As a tactic, the offices were closed down or shrunk to give an illusion of success to their detractors, and to remove the risks of further raids and direct attacks. The delay tactic allowed the campaign narrative to persist, while also helping the organization to win the legal case and finally rebuild itself back to its full capacity. While many organizations were devastated in face of similar attacks, foresight, resilience and smart strategic methods to wrestle with the trolls helped this organization to survive, thrive and reinvest itself. STORY The Indigenous Land Rights Movement, Philippines State and corporate actors including large-scale mining operations had been encroaching on ancestral lands in the Philippines. The Indigenous Land Rights Movement in the Philippines, particularly among the Lumad people in Mindanao, had three objectives: Resist displacement by both state and corporate actors Protect Indigenous lands from exploitation Secure legal recognition of Indigenous land rights The movement negotiated all three types of storm caused by these opponents: Developmental Storm Discredit: Opponents, including some government officials and corporate interests, sought to undermine the credibility of the indigenous groups by portraying them as obstructive or radical The movement framed the debate on their terms , and used their narrative around human rights and environmental justice The movement used trusted messengers among media and international support to highlight their legitimate claims Discount: Opponents tried to minimize the importance of the land rights issue, with claims that the land was of little economic value or that Indigenous claims were exaggerated. The movement maintained its narrative by consistently presenting evidence of the cultural, ecological, and legal significance of their land Deflect: To divert attention, opponents sometimes focused on unrelated issues, such as alleged corruption or infighting within the movement The activists avoided engaging directly, and maintained a clear focus on their core issues and publicizing any attempts to shift the narrative away from the land rights at stake Deceive: Opponents proposed false solutions or misleading meetings to pacify the activists without addressing their core concerns The movement publicised the tactics that the opponent was taking , stayed vigilant, fact-checked the offers, and demanded genuine engagement rather than token gestures Situational Storm Delay: Government agencies and corporations sometimes made symbolic promises of consultations or negotiations while continuing with their projects The movement adapted by using these delays to build broader alliances and secure additional support from both national and international bodies Divide: Opponents tried to create divisions within the indigenous groups or between them and local communities The movement worked to foster unity and solidarity through grassroots organizing and outreach to other affected communities Dulcify: Opponents occasionally offered small concessions to appease the activists while continuing harmful activities The movement avoided being pacified by focusing on long-term goals and maintaining pressure on policymakers Deny: Opponents often tried to deny the existence or significance of indigenous land rights. The movement used the weight of opponents against them - it used legal frameworks and international human rights standards to affirm its claims and mobilize support Existential Storm Destroy: Opponents used severe repression on the movement, including violent attacks and legal actions against activists. The movement prioritized resilience as its Near Star , which helped it to: Concentrate its strength on the opponents’ weakness through high-impact legal cases Share resources with international human rights organizations who also took action Create the appearance of dispersed forces : Highlight the severity of the repression, thus galvanizing global support The Indigenous Land Rights Movement in the Philippines achieved several successes including: Increased recognition of indigenous land rights in some areas. Heightened international awareness of the issues faced by the Lumad people. Despite ongoing challenges and repression, the movement's strategic responses helped mitigate some of the impacts of the various storms they encountered, demonstrating resilience and adaptability in the face of multifaceted opposition. Further reading: https://populationandsecurity.com/lumads-in-the-philippians-an-enduring-fight-for-indigenous-rights/ ; see also https://www.unep.org/news-and-stories/story/us-land-life ; and https://youtu.be/LwQpFmcR2eY TOOL Simulation & Preventation Review your Storm Chart. In a group, discuss the most likely crises or opportunities that might arise because of your opponents’ actions against you or others. Stick these most likely scenarios on the storm chart. Which of the “D” strategies is it similar to? Consider the four strategy types and the example responses from the storm chart. Which could you take? What might the consequences, new challenges or opportunities that could arise in the system as a result? Agree and write up your proactive plan to diffuse opponents’ pressure in advance, and reactive plan to respond to opponents’ pressure. Previous Chapter Next Chapter