Could this guide us towards a structured approach for assessing the level of community involvement in SBC programmes? At the highest level, “Citizen Control“, communities independently lead programmes with full decision-making authority. “Delegated Power“ and “Partnership“ designate significant community influence on programme decisions, either through majority control or collaborative governance. In contrast, “Placation“, “Consultation“, and “Informing“ indicate lower degrees of participation, where community input may be sought but is not necessarily instrumental in shaping outcomes.

This is SenseMaker in its most simple form, usually structured to have an open (non-hypothesis) question (commonly referred to as a ‘prompting question’) to collect a micro-narrative at the start. This is then followed by a range of triads (triangles), dyads (sliders), stones canvases, free text questions and multiple choice questions. The reason or value for using Sensemaker: Open free text questions are used at the beginning as a way of scanning for diversity of narratives and experiences. This is a way to remain open to ‘unknown unknowns’. The narrative is then followed by signifier questions that allow the respondent to add layers of meaning and codification to the narrative (or experience) in order to allow for mixed methods analysis, to map and explore patterns.

MATE tool

Stakeholder analysis identifies those who have influence in a system. It provides a framework to help understand the needs that they have and how to respond to those needs. Trust and Agreement Stakeholder analysis categorises people according to the amount of agreement they have for change and the amount of trust they have in the organisation to make it happen.

An Inclusion Nudge is a design based on insights from behavioural and social sciences to steer the unconscious mind to change behaviour in direction of inclusiveness by targeting the behavioural drivers, judgment and choice processes, and perceptions.

types of people re: org change

While co-design with users has evolved as a promising approach to service innovation, it remains unclear how it can be used in public service contexts. This article addresses this knowledge gap by applying a co-design framework during the ideation stage of six public service design projects. The findings provide insights into (a) recruiting and sensitizing suitable service users, (b) conditions enabling users to co-design ideas, and (c) requirements for implementation of user-driven ideas. The article contributes an approach that shifts public service design away from an expert-driven process towards enabling users as active and equal idea contributors.

Why co-create and why now? Collective Wisdom is a first-of-its-kind field study of the media industry, that maps works that live outside the limits of singular authorship. While the concept of co-creation is entering the zeitgeist, it is an ancient and under-reported dynamic. Media co-creation has particular relevance in the face of today’s myriad of challenges, such as the climate crisis and threats to democracy. But it is not without risks and complications. In this study we look at how people co-create within communities; across disciplines; and increasingly, with living systems and artificial intelligence (AI). We also synthesize the risks, as well as the practical lessons from the field on how to co-create with an ethos grounded in principles of equity and justice. This qualitative study reframes how culture is produced, and is a first step in articulating contemporary co-creative practices and ethics. In doing so, it connects unusual dots.