Each of the nine tactic chapters ends with a practical 1% change activity. Here you can find templates to complete those activities.
THE LARGER SYSTEM
In your next project, work together with your team to create a systems map. It’s beneficial to have already collected some data, but you can also research your topic area as you go. Start with a mind map as a way to ease everyone into the systems mapping process, which is cognitively demanding. [Continued in chapter 4]
IDENTIFYING UNINTENDED CONSEQUENCES
Use the impact ripple canvas to map out potential unintended consequences caused by the product or service your organisation offers. Draw on customer data you or your organisation have previously collected and involve your team members to get additional perspectives. [Continued in chapter 5]
Create an actors map of all the parties that have an interest in, or are affected by, the product or service your organisation offers. Start with those you have already captured through research, then use a systems map or impact ripple canvas to look for others you haven’t previously considered. [Continued in chapter 6]
In your next team workshop, make time to brainstorm uncertainties that your organisation may face in the future. You can focus on just one time horizon or start with a 5-year horizon and then invite participants to consider a 20-year horizon. [Continued in chapter 8]
Fill in the Theory of Change canvas for your organisation. Start with your identified future state and write the desired impact on the far right of the canvas. Then work your way through the canvas starting from the left. [Continued in chapter 9]
ENABLING EFFECTIVE COLLABORATION
Develop the collective impact conditions for a project you are currently working on. Consider the project in tandem with one of the strategic tools from a previous chapter, like systems maps, impact ripple canvas, non-human personas, or scenario maps. Involve not only your immediate team members but also representatives from other teams or departments. [Continued in chapter 10]
Use the future funnel to create a strategic plan for the future. Apply the outputs from the previous one-percent change activities as input. If you don’t have those available, fill any gaps by reviewing documents from your organisation and considering what similar organisations do. [Continued in chapter 11]
TRIPLE-LAYERED BUSINESS MODEL CANVAS:
Assess your work and your organisation against the life-centred design principles. What are emerging strengths? Where are any gaps? We can reference these principles when we make design decisions, including who to involve in a design process. We can use the tools and strategies from the previous eight chapters to implement the principles. [Continued in chapter 12]
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