Launch & Thrive Online Learning Package
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| Module 0 |
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Below we want to shed some light on other possible ways of working with different regenerative culture networks, not just ecovillage networks. They can be a very good complement to the combination of the two methods proposed here, adding more tools and distance to discover what really feeds the development of the network. |
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| Module I |
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Imagine your network is like a superhero fighting to save the day!
So, SWOT analysis is like a superhero self-reflection! Know your powers, weaknesses, find your missions, and be prepared to conquer threats. |
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Field Mapping Use the template to create an ecosystem map around your network or organization. Start by adding the name to the centre. Label the rings or axis lines to determine any parameters of your ecosystem. Add ideas to the ecosystem map circle diagram. You can start to colour code and connect ideas with arrows to create additional layers of information on your map. Some examples of the parameters: - Scale of relationships - Geographic proximity - Relevance - Direct and Indirect influence/impact |
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Personas are fictional characters, which you create based on your research to represent the different participant types that might be already a part of your network or can join it in the future. Creating personas will help you understand your members’ needs, experiences, behaviours and goals. Creating personas can help you step out of yourself. It can help you recognize that different people have different needs and expectations, and it can also help you identify with the groups you’re designing for. Personas make the design task at hand less complex, they guide your ideation processes, and they can help you to achieve the goal of creating a good experience for your actual or potential network members. Personas are distilled essences of real users Persona Canvas(PC) are a fundamentally important part of Design Thinking methodology and User Experience (UX) design, which makes it very appealing to apply in learning about your – future or existing - network. PCs are popular tools in the design of solutions to challenges when we need to KNOW THE PEOPLE we want to work with or for. PC can be very helpful in the design process by directing solutions towards collaborators, shaping the view of information and thus supporting decision-making. ¤ Designing the membership strategy, benefits and policy¤ Envisioning the possible future members of our network¤ Designing the activities dedicated to members, and the network's audience¤ Designing the process of getting new members to the networkDURATION (min/max): 45 min – 1:30 h MATERIALS/REQUIREMENTS STEPS
WEBSITE for additional information https://www.interaction-design.org/literature/topics/personas |
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Tool Overview: "The Hero's Journey Development Assessment" is a transformative tool designed for adults to identify and reflect on their personal and professional development journeys. Inspired by Joseph Campbell's monomyth concept of the hero's journey, this interactive workshop can accommodate up to 15-20 participants and typically takes 1.5 hours to complete. It guides individuals through a structured process of self-discovery and growth, helping them better understand their unique path and areas for development in relation to the network, organization or community. Materials Needed:
STEPS: 1. Introduction (15 minutes):
2. Hero's Journey Overview (15 minutes):
3. Self-Reflection (30 minutes):
4. Group Sharing (20 minutes):
5. Group Discussion (20 minutes):
6. TWO POSSIBLE NEXT STAGES: a. Action Planning (15 minutes):
b. Circle of Heroes (15 minutes)
7. Closing and Reflection (10 minutes):
Outcome: "The Hero's Journey Development Assessment" provides participants with a framework to identify their personal and professional development stages, challenges, and opportunities. It fosters self-awareness, goal-setting, and peer support, helping them embark on their ongoing journeys as heroes in their own lives. |
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Building sound and plausible scenarios is a challenging task that needs to follow a structured process. Before describing the scenario building itself, one should first identify the purpose that the creation of scenarios fulfils. The scenarios are used as a one-time activity to:
What all three purposes have in common, is that scenarios enable network participants and organizations to be better prepared for strategic decisions, especially in times of increased volatility and environmental uncertainty. The scenario matrix builds and visualizes four scenarios based on two key uncertainty factors. Four is regarded as the maximum number of scenarios that decision-makers are still able to manage. In overall, four sub-steps are necessary to design and describe scenarios based on the scenario matrix tool.
Subsequently, one can position the scenarios in the four quadrants of the developed matrix, thus automatically generating four distinct scenarios. The two key uncertainty dimensions are hence the basis for building as well as describing the four scenarios. We commonly develop scenarios that look three to five years into the future. This matches the typical time frame for strategic planning activities. Each scenario should be given a concise and easily memorable name. It is important to focus the name on the chain of causes and effects behind the scenario description, the so-called influence diagram, rather than its end state.
Finally, Develop narrative explanations for each scenario. Finally, the stories behind the scenarios need to be built. These stories describe the paths along which the world will arrive at the four alternative scenarios. To derive these stories, we generally build a chain of causes and effects leading to these end-states.
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Backcasting is a planning and envisioning tool that is really useful when you are dealing with complex problems and when the current trends are part of those problems. Network Backcasting is a special tool that helps us understand how things in a network evolved or how they became the way they are today and where it can lead us! Imagine you have a complicated puzzle that represents a network, like a social network with many connections between people. Now, you have the final picture of the puzzle, which shows the network as it is now. But you don't know how it became like that or what it looked like in the past. Network Backcasting is a tool that helps us work backwards from the final picture to figure out how the puzzle pieces fit together in the past. It allows us to reconstruct the past states of the network and understand how it evolved over time. Using this tool, we can analyze historical data and trace the changes and connections that happened in the network, helping us understand its development and how it reached its current shape. It's like solving the puzzle backwards to see how it was put together step by step. The tool was created by John B. Robinson from the University of Waterloo This method is aimed at networks that need to create a strategic plan. It can give clarity about short/medium and long-term actions, and to:
So, let's start!You will need a board with markers/bigger sheets of paper and stickers OR an online Miro board template: https://miro.com/miroverse/backcasting-method/?social=copy-link
TIME (min/max): 60 – 90 minutes NUMBER OF PARTICIPANTS (min/max): From 5 to 30 Steps: ⇒ INTRODUCTION. FRAMING OF THE ACTIVITY - 5 minutes Backcasting is a planning method that starts with defining a desirable future and then works backwards to identify policies and programs that will connect that specified future to the present. Backcasting involves establishing the description of a very definite and very specific future situation. It then involves an imaginary moving backwards in time, step-by-step, in as many stages as are considered necessary, from the future to the present to reveal the mechanism through which that particular specified future could be obtained from the present. ⇒ PHASE 1 – 20 minutes: List down your long-term goals. Think of a time frame between 1 and 5 years. Open the template in the Miro board link. Start to define a time frame your network wants to work with. It could be the time the council will last, or looking even further. Start to identify several goals that your network wants to reach at the end of the chosen period. Use the sticky notes and apply them at the end of the timeline. It's good not to write too many objectives. Try to stick within 5-10 goals that have priority in your network. ⇒ PHASE 2 – 25/30 minutes Work backwards to figure out the necessary actions to achieve the long-term goal. Step by step. Divide into smaller groups that will work on two main objectives each. Starting from the goal to be achieved go backwards in time and describe the actions that need to be taken one year before the achievement, and slowly go back to the present. For each action write a brief description of the activity. When is the deadline, and who is taking charge of it? After 20 minutes come back to the larger group, and present the results. ⇒ PHASE 3 – 15/20 minutes Collect insights into difficulties that might be encountered, steps that need to be taken and resources needed to achieve the goals. Reflection questions: Once the template is complete, have a general overview of the results.How do you feel? Is it overwhelming? Is it achievable?If there are too many activities, try to select only the goals that are most important for the network, to reduce stress.Are the activities covered with a list of one main person focalizing each activity?Are the deadlines achievable?Sometimes less is more. Having too many goals could lead the group to a sense of stress, and if those goals are not fully achieved could generate a feeling of failure. Less goals are more reachable and give a successful feeling to the group. Open also a space for doubts, questions and suggestions for the responsibilities. ⇒ DEBRIEFING THE EXERCISE – 15 minutes Final sharing about how the exercise went and the dynamics within the group. OTHER REMARKS - FROM FACILITATOR TO FACILITATOR Opening the space for people’s dreams uplifts the group’s energy and creates personal links that may otherwise remain hidden. This method is also rank-effective, as it highlights, safely and respectfully, areas where leaders can unveil their “dream space” and become learners of other, and less prominent, members. It can be applied to create circles in a sociocratic organization |
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DURATION: 30 min - 1 h This tool can be used to analyse an organisation's development with eight different variables. I. On the one hand, the octagon is a tool for the follow-up and measurement of results of organisation development. It is important to be aware of the fact that the Octagon is based completely on subjective assessments of the organisation. Its subjectivity makes the Octagon a sensitive instrument. Therefore, it is important to give reasons in writing for each ranking of the Octagon’s eight variables on the very first occasion measurements are made. To measure results, it is necessary to make analyses of the same variable on several occasions over a long period, for example at one-year or five-year intervals. Since the person who makes the first Octagon analysis of a partner organisation may change his/her opinion over the course of time or maybe be replaced, it is necessary to document what, for example, was the reason for awarding four points in one part of the Octagon analysis on the first occasion. The weakness of the Octagon as an instrument for measuring change is the risk that it is the basis used for personal assessments that has changed and is reflected in the Octagon’s results, rather than real changes at the partner organisation. As long as there is awareness of this risk and everything possible is done to eliminate subjectivity in assessments, the Octagon will function as a tool for rapid results analyses. II. On the other hand, this tool can be used to start organisation development at a deeper level. If you, as a financier, partner or consultant, intend to use the Octagon for organisation development purposes, it is important to remember that the Octagon is a tool for making a rough initial analysis of an organisation. Thereafter, other tools must be used. The responsibility for the process must rest with the partner organisation. Never- theless, you must explain that the purpose of your initiative to make an Octagon analysis is the first stage in providing support for the internal organisational development of the partner organisation, and describe the forms of your support for this process in the future. Is your role to finance measures that have been identified? To act as a sounding board or as a mentor? Or something else? How to use the Octagon The Octagon is constructed in such a way that four basic aspects of the network are analyzed with the aid of eight variables. The organization’s base: 1. Identity: The network expresses its basic values and has articulated the reasons for its existence. 2. Structure: The organization’s management and its division of duties and responsibilities are explicit and visible. The organization’s activities – output: 3. Implementation of activities: The organization can plan and implement planned activities. 4. Relevance of activities: The content of activities and the methods used are relevant to the organization’s vision and operational objectives. The organization’s capacity development: 5. Professional skills: voluntary and paid staff and management have the requisite professional skills and qualifications to pursue and develop the organization’s operational objectives and vision. 6. Systems: The organization has the financial resources and administrative routines to run its activities. The organization’s relations: 7. Acceptance and support of target groups: The target groups’ assessment of the organisation and the demand for its activities give the organization legitimacy. 8. Relations with its external environment: The organization is accepted and supported in the community and can mobilize support for its vision and operational objectives. The eight variables form an octagon. Each dimension is ranked by assessments of two statements/questions on a six-point scale. When all the variables have been analyzed and ranked, the organization’s development profile is illustrated in the form of an octagon. GOOD TO KNOW: Be aware of the fact that the Octagon is based completely on subjective assessments of the organisation or network. Its subjectivity makes the Octagon a sensitive instrument. Therefore, it is important to give reasons in writing for each ranking of the Octagon’s eight variables on the very first occasion measurements are made. To measure change, it is necessary to make analyses of the same variables on several occasions over a longer period, for example, 3 months, or one year.
The PDF and illustration below can help you assess your organisation's development.
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AIMS & OBJECTIVES
MATERIALS & PREPARATION
TIME (min/max): between 95 and 150 minutes (1,5-2,5 h) TARGET AUDIENCE: this tool is dedicated to groups who would like to dive deep into the work of developing the network at its foundations. NUMBER OF PARTICIPANTS (recommended min/max): From 3 to 30 ORIGIN OF THE METHOD: Systemic tools for organisations RELATION TO THE CLIPS MODEL AND OTHER METHODS This method is related mainly to the Intention level but is rooted in the “I” level (individual intention), and in the “Community” level (common goals). The “structure” level needs to come at the decision-making process to set common actions. OTHER REMARKS - FROM FACILITATOR TO FACILITATOR This work can be preparatory to the creation of a "Field of Forces" by drawing the ideal present from vision and mission. The music and the accompaniment of the facilitator are very important to support the emergence of messages coming from the systemic field. |
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Power analysis is a process that can help networks and groups navigate the different dimensions of power, to understand how social issues are shaped and what change could be achieved to improve the lives of the communities those networks and groups are working with. Power is a complex phenomenon and a person who has power in one context, can be relatively powerless in another. We do not see power as being held solely by the few, but rather as something that can be found in the hands of many, and can manifest itself in both positive and negative forms. This tool can be used to start thinking about how power impacts our individual lives, communities, and networks – in both positive and negative ways. It can be useful to understand power dynamics within our networks and how they shape the challenges we face or the benefits they can give us when understood and used appropriately. DURATION (min/max): 1h 30 min approximately MATERIALS/REQUIREMENTS: Blank A4 papers and colourful pencils or markers. The descriptions of different power types in the group might be handy ABSTRACT: This tool explores the different ways in which power can be understood and analysed, using the power frameworks to explore the different ways in which they can help to achieve a better understanding of how power operates within your networks. This is both an individual and group exercise, it can be adjusted to each setting. First, reflect on how a participatory power analysis can benefit your network as well as individual development within your network – reaching your full potential but also feeling safe with those around you. CONTENT To correctly prepare for this workshop, the facilitator must read “Power, A Practical Guide for Facilitating Social Change”. Especially the frameworks 2(a) – the expressions on Power – and 2(b) – Faces of Power Spaces. Start by asking people to think about a personal experience of power or powerlessness. It may be a positive or negative experience, drawn from either their personal or professional life. Ask them to express creatively this experience, e.g. an abstract drawing, writing, or a single word that reflects their story. After this reflection form pairs or groups of 3-4 (depending on how many people are involved in the workshop), to take turns sharing their story. Remind them to switch storytellers halfway through the time allotted. The stories can then be used to explore ways in which power can be defined. This can be done by working in pairs or small groups to discuss a definition and then as a group to agree on one definition, by completing the sentence – ‘Power is….’ Or the various meanings of power can be discussed as a large group. Some questions and reflections for the workshop:
The facilitator should use their familiarity with the power frameworks to identify the types of power arising in the stories. For example, notice the difference between stories in which there is visible domination or ‘power over’ and those with more subtle or ‘invisible’ power (e.g. discrimination based on gender, ethnicity or age). Further reflection:
These questions can be good to reflect on as a team after the workshop, once the different expressions of power are better understood. It can help build trust, connection and empathy within your network. Moreover, analysing power structures is a good tool to better understand the challenges and limitations we face and what we can do to transform the “negative power” – or power over - into “positive power” – power within or empowerment.
Resources: Power: A Practical Guide for Facilitating Social Change
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| Module II |
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Force Field Analysis is a technique to visually identify and analyze forces affecting a problem situation to plan a positive change. It has been used in diverse fields ranging from organizational change to self-development. Its visual character, simplicity, suitability for group work and applicability in planning for change make it a potential tool with wide application.
According to Lewin, the creator of the tool, any situation or performance can be viewed as a state of temporary equilibrium. This equilibrium is caused by two sets of opposing forces:
Because it is based on visual depiction, FFA provides people with opportunities to think of forces that are affecting the problem in question. Even problems that look quite vague start becoming clear. The forces are quantified and their strength is represented visually. This makes it easier for the participants to think of how to grapple with them to bring about change. It becomes obvious that the magnitude of the driving forces has to be increased and that of restraining forces has to be decreased. These decisions are taken jointly in the light of resources available, other constraints etc. Often solutions start to emerge to seemingly insurmountable problems. DURATION: depends on the circumstances: number of people, topic, etc. around 60 minutes
MATERIALS/REQUIREMENTS:
STEPS: These steps are suggestions only; they are not prescriptive. The circumstances, location, profile of the participants, time available, problem etc. will determine the exact nature of the process. You are the best judge.
If the number of participants is large, one common way is to divide them into smaller groups and then ask them to work on the FFA separately. The findings are later shared amongst the different groups. The frequency method described elsewhere in the article can be used with the large number of participants
Additional resources: https://www.iied.org/sites/default/files/pdfs/migrate/G01849.pdf |
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The part of network resilience can be asses ed by checking it’s vitality. But hot to do it actually? Supporting this inquiry can be an immunity map that provides clarity on which of the “thriving moments” could we situate our networks. This can be done on your own or in a group, preferably up to 5 people, and those who are the closest to the pulsating - either strongly or a bit weakly - movements inside the network.
MATERIALS: Prepared immunity map worksheet, enough pens for everyone, and post-its. TIME: 1-2 hours, depending on the group of people (5-10 recommended). We recommend to give at least 10 minutes for each point. You can take a break in the middle, to refresh minds, move bodies and gain a new perspective.
STEPS 1. The first step, after you bring together a group (2-5 people), will be to identify the improvement goal that you aim for in the near future. It should be something that would definitely improve the network but it does not have to be enormous. You can follow the SMART approach in naming the goal. Another proposition for how to do it: 2. Next, specify what concrete behaviours are necessary to achieve this goal. Frame them as positive statements (for example, “delegate more” vs. “stop doing all the work myself”). Ask yourself (or an imagined observer): What’s the thing you do, or don’t do, that most gets in the way of your goal? After having it done list all the actions that support achieving the decided goal. It can be direct and non-direct activity, both concerning yourself, as an individual and the group and the whole network as the agents of change. Maybe it will be something you have never done before. Or something connected to your daily routine that you always wanted to improve but never had enough motivation. Define your actions, not your feelings. 3. The next step would be similar, also gathering a list, of the actions, behaviours and attitudes that stop you or your network from achieving the goal. A tip: Try to look a bit wider, over the perspective of this one goal. Are those behaviours also stopping other goals or objectives? That can also help you bring more insights into this part and this specific goal. 4. In the next round, you will try to capture the worries and all the “softly” destructive thoughts that you believe in. Hence, you will fill in the epically named “worry box” - in this case try to stay very focused on the goal you have chosen for this worksheet. If you go too far with worries it might be actually contra-productive and put you in a rather “worried” mood. Bear also in mind that worries are logical thoughts that serve a function - they help actually stay immune and avoid some risky situations. Nevertheless, here they also stop you from the flow of action and achieving your goal. It’s important that you feel safe in the group where you are discussing your fears and worries, Sharing them can be also very powerful and build stronger bonds within the team. Maybe you just found out something very surprising about the others? 5. After this - maybe vulnerable - point you will look at the other side of the “worries coin”. Your commitments and inspiring thoughts are making you stronger, more confident and curious about the process of achieving the goal. When you write down your hidden commitments, you are now able to see across the three columns how you have one foot on the gas pedal (column 1) and one foot on the brake pedal (column 3). This is the immune system “protecting” you from feared, undesirable outcomes. 6. The last step in completing the worksheet would be connected to the two previous ones. Try to identify the so-called BIG assumptions that underlie your worries and commitments. Therefore, you can ask yourself or the group the question: What do I believe to be true about the world that makes my worries and commitments entirely reasonable?
Notice how your assumptions lead to the very behaviours that undermine, rather than support, your goal. Generally, “assumptions make each hidden commitment feel necessary.” Worth reading: https://experiencelife.lifetime.life/category/lifestyle/personal-development/attitude-mindset/ |
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AIMS & OBJECTIVES:
MATERIALS:
TIME (min/max): 60 – 90 minutes TARGET AUDIENCE: This method is applied at the end of the consulting & facilitation work, which normally lasts at least one full day (but up to three). The target audience is groups that need clear directions for their next steps, organically arranged over time with three timelines: short/mid/long term. NUMBER OF PARTICIPANTS (min/max): 5 to 30 ORIGIN OF THE METHOD: CLIPS 1, Mind mapping (by Tony Buzan), Social permaculture, the CLIPS-Italy team experience.This method summarizes the entire CLIPS process and includes all levels and dimensions. The roadmap will interweave all the phases of the group’s future path, and once again show how each level is connected to all others. As said, the road map will benefit from graphic facilitation, and depending on the CLIPS facilitator can be supported by input from Dragon Dreaming, Social permaculture, OASIS Game and others.OTHER REMARKS - FROM FACILITATOR TO FACILITATOR Helping the group to create its own, unique and precious road map is a service of high value, and a solid ground for the group to start working together again after a time of crisis, stagnation or hopelessness. It is reassuring and comforting to see that our actions can – and will – have an impact on the common future. As facilitators, we bring in our trust in the group and in the process, our deep appreciation for the group’s vision and mission, our creativity, humour and urgency to co-create with them a better future for humanity and for the planet. As always, we are alert on roles and ranks, do our best to balance participation and bring the “small voices” into the big picture. Make sure you mark down the revision time and keep in contact with the group to hear how the roadmap is unravelling. The roadmap should remain at the group’s disposal in the common area and be uploaded and stored in the archives. |
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Decision-making is a process of choosing between different options or courses of action, including the option of doing nothing. Different types of decisions range from automatic, programmed decisions to more intensive nonprogrammed decisions. |
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Decision-making is a process of choosing between different options or courses of action, including the option of doing nothing. Different types of decisions range from automatic, programmed decisions to more intensive nonprogrammed decisions. Understanding the environment we act within is important for creating projects that matter to the people around us. In more traditional methods, like the SWOT analysis, it's easy to think opportunistically and focus on weaknesses and threats. While useful, it can drive our projects from a sense of scarcity or competition, and paint a picture of others as threats to our success instead of key players in it. SOAR is a strategy formulation and planning tool that allows your network to plan its most preferred future. SOAR applies the Appreciative Inquiry philosophy to provide a strategic thinking and dialogue process. SOAR analysis is powerful in bringing the team or members of the network together to recognise the potential of the project and create a shared vision of the future. Building on strengths requires less effort and resources than trying to correct weaknesses. The technique is more action-oriented than a SWOT analysis and is focused on outcomes.
Steps:
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The NOISE analysis is a tool that allows organisations and networks to examine the current and forecasted conditions and generate strategic improvement plans. Five factors are:
The main premise behind NOISE analysis is that you frame issues with what you don’t have rather than what you need to overcome. The use of solution-focused language creates a plan that focuses on identifying obstacles and finding new opportunities. Seeing many opportunities is more positive than seeing a long list of strategies done wrong and challenges to overcome. Only the last part of the analysis is dedicated to the present state. Finishing this way can help you admit what you, as a group or network already did. It differs from strengths - it focuses on the already done or started things, not competencies. A NOISE analysis seems to feel positive because it identifies and focuses on needs. To a team, needs may feel more achievable and targetable than being handed a list of challenges to overcome. Meeting needs is often easier than challenges to be overcome. You can do it individually and compare them together or without sharing, making the group one and then comparing the individual ones! Steps:
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