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 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

Section 2 Equilibrium Chapter 8 Force begets resistance Systems resist change — but resistance can be turned into momentum. This chapter explores how to identify and work with “shooting stars”: disruptive forces and unexpected allies that can shift a system’s direction. There are resistant forces in every system that you can work with. The Lakota proverb “Force begets resistance” can inspire hope - and familiar frustrations - in any campaigner. When we look around we see that we are not alone in seeking change. Other activists, groups and alliances are also pursuing goals, which may align with or conflict with ours. When you act, expect reactions. At every level of the system, there will be actual, potential, or emergent resistance by people and organizations with varying degrees of success. We call these shooting stars - they can be destructive, changing the orbit and structure of planets, moons and other stars - but in many cultures, seeing one represents good luck and hope. With a systems change perspective, we recognize the important opportunity for productive disruption that might come from changing patterns of how interactions are happening, where information flows, and who is making decisions. Some of the most impactful campaigns have come from unexpected alliances across movements, when diverse actors join forces to create new shared narratives. Opponents’ apparent successes or overreactions can create important, unexpected opportunities. “Movements are born of critical connections rather than critical mass.” Grace Lee Boggs, American feminist activist Some example shooting stars which campaigns have successfully collaborated with include: Direct action organizations Schoolteachers Doctors and nurses Unions Landless movements LGBTQI+ organizations Scientists Celebrities Transport workers Startup technology businesses Activist investors (investors who proactively seek to change how companies work) Pro-tax billionaires Factory workers, e.g. in munitions factories Women’s lawyer associations Older people’s movements Bank employees Fashion models Digital activist networks, e.g. Anonymous It is essential to spot these shooting stars as disruptions and alternatives that we can work with to strengthen and build effective resistance and change a system’s health. A shooting star can create momentum for systems change, and the key is to work with it to change the system in a direction that advances toward your near and guiding stars. Often, organizations plan to achieve change assuming they can do it alone, even if they create a stakeholder map . A well-known global campaign organization is known to have had the theory of change that only it could make the difference. It has since diversified to support other local organizations better suited to handle conflicts and other issues. We need to focus on building power with and power within to dismantle or shift the power held over us. Change is not one directional. We cannot ignore those around us if we want to change systems. As extractivism worsens and morphs into newer forms to justify its continued existence (e.g.: mining for critical minerals on the African continent in the name of renewable energy for over-consumptive lifestyles in Europe and north America), cross-movement and unexpected alliances become more crucial for shifting systems. We propose that you look across the system you are targeting for shooting stars and proactively reach out to them to: Share your goals Share your system analysis and approaches to change Discuss how you could collaborate now and in different scenarios Agree on joint commitments, collaborations, and how you will share resources STORY Idle No More, Canada The Idle No More campaign was launched by four Indigenous women—Sheila Watt-Cloutier, Nina Wilson, Jessica Gordon, and Sylvia McAdam—who were concerned about legislative changes threatening Indigenous rights and environmental protections in Canada. They built movement momentum through social media and grassroots organizing, mobilizing widespread support across Indigenous and non-Indigenous communities. The campaign aimed to address and oppose legislative measures such as Canada’s Bill C-45, which the movement argued undermined Indigenous land rights and environmental safeguards. The campaign took the following approach: Recognition that systemic change needs system-wide alliances: Idle No More highlighted the need for systemic change and a respectful, nation-to-nation relationship between Canada and Indigenous peoples. This became a core part of its message. Seek out shooting stars: The campaign knew it needed to build a broad coalition of supporters to challenge these policies and advocate for greater respect and recognition of Indigenous rights, so set out to work with other shooting stars. Critical connections before critical mass: The campaign emphasized the importance of collaboration between Indigenous and non-Indigenous communities, to tap into power within. Idle No More built diverse alliances through building power with environmental groups, labor unions, and civil society organizations, to strengthen their advocacy and influence policy discussions. The movement then used these connections to amplify its message. Tactics to help people connect, learn and organize: Used social media to connect activists and supporters across Canada and globally. Organized protests, teach-ins, and flash mobs to draw attention to issues of Indigenous sovereignty, environmental justice, and human rights. The Idle No More campaign became a movement, and succeeded in many ways: It brought Indigenous issues to the forefront of Canadian political discourse. It helped catalyze a broader public awareness of Indigenous rights and contributed to the initiation of the Truth and Reconciliation Commission (TRC), which was established to address the legacy of residential schools and promote reconciliation. The movement’s efforts have had a lasting impact on Canadian society, influencing public opinion and policy on Indigenous issues. It has prompted significant discussions about the need for genuine reconciliation and systemic changes to address historical injustices. Idle No More continues to play a role in the broader reconciliation process in Canada. It has helped sustain momentum for addressing Indigenous issues, including land rights, self-governance, and socio-economic disparities. The movement has also been instrumental in pushing for concrete actions and policies that support the TRC's Calls to Action and foster a more respectful relationship between Indigenous peoples and the Canadian government. Read more: https://idlenomore.ca/ TOOL Shooting Stars Spot disruptions: Look again at your Star Chart. Where are there current or emergent disruptions changing the system's balance? What relationships give them power with others or within? What might these disruptors need to have a greater impact? What could help or prevent them from doing so? Trace the path: Follow the path of each shooting star. What is likely to happen? Where is it going? How fast is it moving? Will it hit another element, relationship, or another shooting star? Assess impact: How influential could this shooting star be? What will happen upon impact? Will it cause a relationship to stabilize, stagnate, become vicious or virtuous? Will the shooting star replace another element in a relationship? What effect will that have? Will it fragment and impact multiple relationships? Consider timing: What happens if multiple shooting stars impact at the same time? Collaborate: Set up a meeting with other shooting stars (organizations, individuals) or the most relevant people to discuss them. What do others want from the system? Share your strategy. Can you find common ground to collaborate? How might that change the system and at what level? Prioritise: Which collaborations need to be prioritized, when and how? While impact on the deepest level creates the biggest change, you or your allies may need to prioritize focusing on other levels of the system simultaneously to ensure that happens. Previous Chapter Next Chapter

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

Section 3 Navigation Chapter 14 Values are bedrock Values are the bedrock of worldviews, shaping decisions, communities, and behaviors. To move stakeholders, campaigns must appeal to values they already prioritize—especially community (ethics, connection) and autonomy (openness to change). A stakeholder will want to act if we appeal to their values. Just as the moon, winds, and ocean currents shape the seas, the ocean floor (bedrock) also plays a crucial role by affecting the density and temperature of the water above it. Values are the bedrock or foundation of our worldview. They shape our behaviors, the communities we join, and even the people and media that set the rules for our world. Value priorities are our preferred values. They serve as standards, guiding us in deciding what is good or worthwhile. They can change slowly, or quickly if in a crisis where for example someone’s value priority of altruism might shift in order to put food on the table for their family. As campaigners and communicators, our target audience may not always prioritize the same values as us. As one strategic comms expert offered: “Remember: We are not the audience.” Our task is to appeal to certain value priorities in certain situations. We can frame messages to bring different values to the fore, helping to strengthen our audience’s ability to experience and use those values in their own decision-making. “You can't get people to change, except in the direction that they want to change.” Milton Rokeach / Shalom Schwarz We have created a guide to framing messages for different relationships and audiences based on their values, adapted from the work of Liz Manne and Harmony Labs, based on Shalom Schwarz. This guide starts by laying out four areas of value priorities: Autonomy (I): Openness to change (values like hedonism, stimulation, self-direction). These values prioritize seeking new experiences. Community (Us): Self-transcendence (values like universalism, benevolence). These values prioritize ethics, new ideas, and connecting actions to values. Authority (Me): Self-enhancement (values like achievement, power). These values prioritize personal success and influence. Order (We): Conservation (values like security, conformity, tradition). These values prioritize stability and self-esteem. This framework helps us identify the values of key relationships and individuals that maintain the system’s equilibrium. It also guides us in framing our messages to influence these relationships and stakeholders. “Feed what you want to grow, not what you want to fight - Building narrative power demands building new vocabularies. This requires making people familiar with your ideas rather than using old, harmful frames and tropes to get your point across.” Thomas Coombes To galvanize action for social or environmental change, we must appeal to the bigger than self intrinsic values of community (self-transcendence) and autonomy (openness to change). If we try to appeal just to self-interest or social status values, we are being incoherent with our mission, less effective and not building the changes we want to see. When combined with other tools discussed in this Section, we have a comprehensive way to target and frame all our messaging. Read more: Liz Manne and Harmony Labs’ Narrative Observatory on audiences, with examples from the USA: https://narrativeobservatory.org/audiences CONCEPT Ten Basic Personal Values Shalom Schwarz identified ten basic personal values identifiable across multiple cultures: conformity, tradition, security, power, achievement, hedonism, stimulation, self-direction, universalism and benevolence. The Public Interest Research Centre (PIRC) created a values map to show where some of these values and their components are related. We recommend looking at the map to explore how close certain values are to each other. If a target audience prioritizes one value, it will be easiest to get them to prioritize another close to that value on the map. While helpful for considering groupings of values, we do not recommend it for targeted campaign planning purposes. Sources: *The values map and wheel are both from: Holmes T., Blackmore, E., Hawkins, R. and Wakeford, T. (2011), The Common Cause Handbook: Public Interest Research Centre https://publicinterest.org.uk/download/values/Common%20Cause%20Handbook.pdf STORY Religious Values & Climate Change, Indonesia Religion has proven to be a powerful lens, or worldview, through which people organize in Indonesia, particularly during elections like the 2019 Presidential Election. Indonesia is highly vulnerable to climate change, experiencing climate-related impacts and disasters annually, but there is not yet a unifying narrative around the drivers of and solutions to the climate crisis. With 1,340 ethnic groups and over 700 local languages, defining and identifying climate change the way that Western media and scientists do is challenging. It is liminal—existing between different beliefs and at the edges of understanding. While some local languages can describe climate phenomena as “pancaroba”, “pagebluk” or “paceklik,” there is no single term that encapsulates the scientific concept of climate change. In Indonesia, national climate audience research revealed that Indonesians place greater trust in local government figures and faith leaders over national government officials or NGOs. With 87% of the population being Sunni Muslim, Islam plays a significant role in shaping cultural and political dynamics. However, communicating the urgency of climate change in 2019 was challenging due to the diverse cultural and linguistic landscape, where Western scientific terminology wasn't easily understood or accepted. The MOSAIC (Muslims for Shared Actions on Climate Impact) campaign formed to mobilize Indonesians for climate action by aligning the message with their existing values and belief systems. The campaign needed to effectively engage the population by leveraging the values of Community (self-transcendence), prioritizing ethics, new ideas, and connecting actions to values. This approach emphasized the ethical responsibility of Muslims to protect the environment, connecting climate action with Islamic teachings on stewardship and benevolence. The campaign did this through Ecosystem Mapping and Engagement: The campaign began with comprehensive ecosystem mapping to identify key players and understand their values, needs, and current actions. Significant Islamic organizations like Nahdlatul Ulama, Muhammadiyah, and the Indonesian Ulema Council (MUI) were identified as pivotal due to their influence and alignment with the values of community and benevolence. These organizations were engaged through dialogue and collaboration to promote environmental stewardship as a core Islamic value. Building Trust and Collaboration: Trust and collaboration were built through various convenings, including the organization of the "Kongres Umat Islam untuk Indonesia Lestari" (Muslims Congress for Sustainable Indonesia). Triggering the Community values priority: This congress emphasized the ethical responsibility of Muslims to care for the environment, framing climate action as a moral imperative rooted in Islamic values. The manifesto developed at the congress was endorsed by the vice president, a prominent Islamic leader, further reinforcing the message. Developing Initiatives: Following the congress, the campaign developed several initiatives aligned with the values of community and self-transcendence: Islamic Philanthropy for Climate Funding: "Sedekah Energy" and "Forest Waqf" to encourage community-based environmental action, linking charitable giving with sustainability efforts. Training and incubation projects: “Bengkel Hijrah Iklim” projects led by Islamic youth leaders to empower the next generation of environmental advocates. Knowledge Hub: A "Fiqht for Just Energy Transition" to legitimize and socialize climate action within the Islamic community, ensuring that actions are grounded in religious teachings. Social media platform: “Umat untuk Semesta” was a social media platform focused on the intersection of Islam and the environment, helping to spread the message of climate action as a communal and ethical responsibility. The campaign successfully Engaged millions of Muslims across Indonesia by connecting climate action with Islamic values of benevolence and community. Gained recognition from media outlets like AP, The New York Times, and The Washington Post. Got endorsed by the Indonesian Vice President and the Great Imam of Istiqlal, the biggest mosque in Southeast Asia. Laid the foundation for a sustainable, values-driven climate movement. TOOL Finding Bedrock Which values are driving your mission and driving the key stakeholders or relationships you need to influence? Are you appealing to the bigger than self values of community or autonomy? How might you tap into your audiences’ own bigger than self values? Part 1 Draw the values chart on the left. Write on Post-Its and place on the chart: Your organization or campaign’s mission; The key relationship(s) that you need to influence; The deep loop elements that maintain the system; The communities that are most trusted by the key relationships; The messengers most trusted by the key relationships. Discuss where the Post-Its are clustered and where there are gaps. What does this tell you about the gaps in values that you need to cross in order for your targets to act? Part 2 Now, how might you frame your message to appeal to the community and autonomy values in your audiences? How could you get them to think bigger than themselves and take action? As a group, draft messages that could activate this value priority in your audience, in line with your campaign mission. Consider how these messages could work within your existing campaign branding or messaging, advocacy and communications Seek opportunities to test these messages using the techniques in Chapter 15: Decisions are Learned and Chapter 16: Emotion is Oxygen . Previous Chapter Next Chapter

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