The Checklist for Minding the Gaps
Step One. Pick up on the last step in Making the Map, and focus on those unproductive domains that are good candidates for further analysis, whether they are places, repeating events, groups or even the interior life of individuals.
Step Two. Choose one or more of these unproductive domains—whether interior, intimate, local, online, or peripheral.
Step Three. Assess the power of the systemic energy within which channels operate, paying strict attention to the restraining forces and driving forces that flow through channels.
Step Three. Visualize any cause-and-effect channels within these domains, focusing on how they may gum up the works, trapping the natural flow of energy and trapping potential. In particular, take a close look at the “barriers” (what hinders connectivity) and the “facilitators” (what helps connectivity) that function within the identified channels.
Step Four. Describe the clogged channels, by stressing exactly how intentions are prevented from becoming results.
Step Five. Identify any channels that repeat themselves (“reinforcing feedback loops”) within any or all of the above
Step Six. Rank order the channels as to degree of difficulty
Step Seven. Recommend the most promising candidates among the channels or to be utilized in the next phase of changemaking, Building the App.
Optional Step. Consider how these channels, whether situations, groups or individuals became unproductive. Time permitting, this can be an effective step, for if the changemaker can understand how a domain came to be unproductive, there may be some added clues into how to reverse this phenomenon.
Optional Step. Read the short stories of changemakers and social entrepreneurs for new ideas and inspiration.
Step One. Pick up on the last step in Making the Map, and focus on those unproductive domains that are good candidates for further analysis, whether they are places, repeating events, groups or even the interior life of individuals.
Step Two. Choose one or more of these unproductive domains—whether interior, intimate, local, online, or peripheral.
Step Three. Assess the power of the systemic energy within which channels operate, paying strict attention to the restraining forces and driving forces that flow through channels.
Step Three. Visualize any cause-and-effect channels within these domains, focusing on how they may gum up the works, trapping the natural flow of energy and trapping potential. In particular, take a close look at the “barriers” (what hinders connectivity) and the “facilitators” (what helps connectivity) that function within the identified channels.
Step Four. Describe the clogged channels, by stressing exactly how intentions are prevented from becoming results.
Step Five. Identify any channels that repeat themselves (“reinforcing feedback loops”) within any or all of the above
Step Six. Rank order the channels as to degree of difficulty
Step Seven. Recommend the most promising candidates among the channels or to be utilized in the next phase of changemaking, Building the App.
Optional Step. Consider how these channels, whether situations, groups or individuals became unproductive. Time permitting, this can be an effective step, for if the changemaker can understand how a domain came to be unproductive, there may be some added clues into how to reverse this phenomenon.
Optional Step. Read the short stories of changemakers and social entrepreneurs for new ideas and inspiration.