1. WHAT IS SUSTAINABILITY?
EMBRACING CHANGE: act of creation
ACTIVATING WHAT’S CORE: process of discovery
CULTIVATING CONDITONS: adapt and influence

2. EXERCISE: REFLECTED BEST SELF
Think of a time when you were at your best in your work. Jot down as many details as possible.
What happened?
Who else was there?
Why does that particular experience come to mind?
How does this connect to your personal core values?

3. What strengths were you activating?
EXERCISE: REFLECTED BEST SELF
Connect with a partner not at your table, share your reflection and discuss:
What strengths were you activating?
What does it feel like to be thriving?
How were your fueling your organization’s sustainability in this experience?

4. EXERCISE: REFLECTED BEST SELF

5. EXERCISE: REFLECTED BEST SELF

6. Listeners, reflect back: What strengths do you hear in this story?
EXERCISE: REFLECTED BEST SELF
Speaker: Share your visual with a partner and talk about what it represents for you.
Listeners, reflect back:
What strengths do you hear in this story?
What values are present?
What distinctive qualities do you see this person demonstrating in their leadership?

8. STRATEGIC LEADERSHIP: What context are you in?
Domain of Emergence
“unknown unknowns”
Probe – sense – respond
Domain of Expertise
“known unknowns”
Sense – analyze – respond
Domain of Rapid Response
“unknowables”
Act – sense – respond
Domain of Best Practice
“known knowns”
Sense – categorize – respond
Cynefin framework

9. Theory of Change as Strategic Framework
A theory of change is a way to visually represent an organization’s thinking about how it contributes to desired changes in the world.
Clarity of intended impact
Inspiring CHANGE
Problem analysis, Focus of our efforts
Sensing CONTEXT
Core values, distinctive approach
Clarifying CORE

10. Theory of Change as Strategic Framework
Problem analysis
Sensing CONTEXT
Why name the problem?
Problems are dynamic and change over time – both as the conditions around us change, and as our understanding of the issues change
Having a shared analysis of the problem helps focus our efforts
Clearly articulated, compelling problems can be motivating and inspire people to collective action

11. Problem Statement Examples
A persistent lack of innovative, quality education in low-income communities threatens our collective future.
Despite individual or familial exceptions, communities of color remain locked out of economic, political, and social power.
Schools are part of a racist and classist system that perpetuates inequity.
Final statement: Persistent inequity in education threatens our shared humanity.

12. Theory of Change as Strategic Framework
Problem analysis
Sensing CONTEXT
EXERCISE: DRAFT PROBLEM STATEMENTS
Problem statement defined:
A concise and compelling description of the conditions we aim to change.

13. Because all organizing is science fiction, we are dreaming new worlds every time we think about the changes we want to make in the world.
- Walidah Imarisha, co-editor of Octavia’s Brood: Science Fiction Stories from Social Justice Movements

14. Theory of Change as Strategic Framework
Clarity of intended impact
Inspiring CHANGE
Intended Impact Statements
Answer the question, “We will know we are successful when…”
Respond directly to the problem we aim to address, as we have articulated it.
Represent our organizational commitment to a specific set of positive changes we aim to realize in the community, field, or movement.

15. Examples of Anticipated Changes
All members of our community recognize and value their cultural identity and have a strong sense of self worth.  
Parents, students, community members and staff are active decision-makers in their school community.
Schools are staffed by skilled, experienced, dedicated and diverse educators prepared to support positive identity development and equipped to actively interrupt instances of inequity.
School staff and leadership better reflect the backgrounds and experiences of the communities they serve.
Final statement: Persistent inequity in education threatens our shared humanity.

16. Theory of Change as Strategic Framework
Clarity of intended impact
Inspiring CHANGE
EXERCISE: DRAFT IMPACT STATEMENTS
Impact statement defined:
Specific, observable changes that indicate the problem is being resolved.

17. Focus of Change and Organizational Strategy
In a theory of change process we “backward map” – starting with an analysis of the problem and a commitment to specific impact, and then confirming organizational focus and strategy.
Where will we focus our efforts and resources?
Sensing CONTEXT
What distinctive, cross-cutting approaches do we employ?
Clarifying CORE

18. Strategic people, not strategic plans
“Participation is not a choice. We have no choice but to invite people into the process of rethinking, redesigning, restructuring the organization. We ignore people’s need to participate at our own peril. If they’re involved, they will create a future that already has them in it.”
Bringing Life to Organizational Change Journal for Strategic Performance Measurement, April/May 1998
Margaret Wheatley (left) and Myron Kellner-Rogers

19. Closing Reflections
Given this problem statement and intended impact, how might we need to re-orient our work, structures, people?