Follow the Rabbit

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Client A was familiar with systemic design through active involvement in the Systemic Design Community of Practice. They recognized they had a messy problem that did not fall neatly into their department’s mandate. They wanted CoLab’s help to convene citizens, stakeholders, and multiple ministries to frame the problem and identify tangible actions to improve it. They wanted regular, bi-monthly systemic design workshops to involve stakeholders and had formed a core team to execute on recommendations emerging from the workshops. Clearance to Go! Client B was working on a top priority initiative. They had a tight deadline and were bringing important decision makers together to set targets. They asked CoLab to facilitate a session in the next week. No Go! Client B had already diagnosed the problem and were looking for convergence and consensus in a two-hour session. They had already made all the decisions about who would attend and what would be covered in the agenda. They needed good facilitation – not SD. 16
Workshops “The effectiveness of a systemic design facilitator is then measured not against how smoothly they can take groups from A to B, but on their ability to use divergent thinking and shift the technique, process, agenda, and outcomes in way that can compel a group to break from mental traps and conventional thinking.” - Keren Perla, in ‘The Pledge, The Turn, and the Prestige: Re-imagining facilitation through trials of systemic design for public policy’ 17
Page 1 and 2: Follow the Rabbit: A Field Guide to
Page 3 and 4: Welcome Welcome to CoLab’s System
Page 5: The rabbit is a trickster. Trickste
Page 9 and 10: Mindset “A certain mindset is cru
Page 11 and 12: Assume you are wrong. People need s
Page 13 and 14: Planning “In preparing for battle
Page 15: Clearance to Go… …or Not. If yo
Page 19 and 20: Workshop Roles Workshop Participant
Page 21 and 22: Space & Time In… 2 hours 0.5 days
Page 23 and 24: Evaluation Workshop Surveys e·val
Page 25 and 26: I. What is a system? II. III. What
Page 27 and 28: II. What is Systems Thinking? III.
Page 29 and 30: V. What are the Designers origins o
Page 31 and 32: VII. What is a complex problem? VII
Page 33 and 34: What might be some of the challenge
Page 35 and 36: Methods “An over-reliance on meth
Page 37 and 38: Method Hexes LOOK I. Interview for
Page 39 and 40: Empathy Map Purpose • Provides a
Page 41 and 42: Ethnographic Research Purpose • A
Page 43 and 44: Systems Map Purpose • Communicate
Page 45 and 46: Causal Loop Diagram Purpose • Ena
Page 47 and 48: Six Thinking Hats Purpose • Pione
Page 49 and 50: Affinity Diagram Purpose • Suppor
Page 51 and 52: World Café Purpose • To facilita
Page 53 and 54: Dotmocracy Purpose • A simple and
Page 55 and 56: Notes 55
Page 57 and 58: Doodles 57
Page 59: Index affinity diagram …………
Page 63 and 64: 63

Follow the Rabbit

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