Transition Approach, toolkit for worshop inplementation

ASSIGNMENTS BASED IN
TRANSITION APPROACH
PIONEERS INTO
PRACTICE 2014
Regional Innovation & Implementation Community (RIC) – Climate KIC
European Institute of Innovation &Technology (EIT)
hand-outs & toolkit for workshops
implementation

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Idea and realization: Javier deVicente López
Valencian Regional Coaches:Cristian Matti (coach coordination), Antonio
Garcia , Bernardo Martín, Cecilia Poyatos,,Javier deVicente, Javier Martín.
Materialpreparedaspartofthementoringactivitiesforthe
IntroductoryworkshopheldatMay5-7th 2014inValencia
This document builds on the work of the Dutch transition experts: Anna Wieczorek,
Boukje Huijbers, Bram Verhees , Derk Loorbach , Flor Avelino, Jose Andringa, Lydia
Sterrenberg,RobRaven andSuzannevandenBosch.

OVERVIEW
PIONEERS INTO
PRACTICE 2014

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Int. Placement
Introductory Workshop
Reg. Placement
Cruzible I
Festival and Cruzible II

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Working teams
Group assignments
Group Challenge
Project idea

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INTRODUCTORY
WORKSHOP
ASSIGNMENTS
1
You are expected to go through six assignments during this Introductory
workshop. They will give you a practical perspective on the transition theory
you are going to see.
2 3
4 5
Assignment Assignment Assignment
Assignment Assignment
6
Assignment
GroupChallenge MultiLevelPerspective Actor Analysis
Interview Nurturingand
Empowering
Visioningand
Backcasting

GENERAL
INSTRUCTIONS
for every assignment

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Gowithyourgroup Readthe handouts GetInvolved

GROUP CHALLENGE
ASSIGNMENT
PIONEERS INTO
PRACTICE 2014

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Group Challenge
IG 1BUILDINGS.
Coach:CristianMatti
IG 2ENERGY.NETWORKS
Coach:Bernardo Martín
IG 3TRANSPORTANDURBANMOBILITY.
Coach:AntonioGarcía
IG 4LANDANDWATER.
Coach:JavierdeVicente

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Group Challenge
Each work team is expected to adopt a specific challenge related to the
proposed subject: You will work on this challenge along the workshop
assignments, so that you´ll get a comprehensive and coherent idea about the
theory and its implementation.
Starting with the topic proposed to your group (ex: Waste management and
recovery or Ecosystem Services) a specific challenge, preferably an innovative
idea, must be set out . The challenge can as concrete as “Second generation
biofuels produced by bio-refinement of biomass material are adopted by
public transport” or as loose as “Create conditions where a bunch ecosystem
services can be marketable laying on a common framework”.
Bringtogetheryour
group
Giveyourselfacoupleof
minutestothinkabout
Youall discussand
worktogether
Poseyourproposalina
clearstatement

MULTILEVEL
PERSECTIVE
ASSIGNMENT
PIONEERS INTO
PRACTICE 2014

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Assignment
Starting out with your group challenge, the aim of this assignment is to
describe in a visual way the different components that make up the
multilevel scenario (Niches, Regime and Landscape) as well as their
relationships among them.
LANDSCAPE:Exogenous,Autonomous,Long
term(demographic,environmental,macro-
economy,political…)
REGIME:Established,Mainstream(culture,
economics,regulations,stakeholders…)
NICHES:Experimenting,Small-scale,market
independence,protected…

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Identify NICHES or other innovation
projects that could be important for your
challenge.
Examples: electric taxis Infrastructure s, PV
systems in rural areas, Consumers as
energy producers, Low-carbon lifestyles…
Niche-project are other innovative
projects. An inventory of related
innovation projects is useful since you can
learn a lot from 'fellow' innovators, eg.
about regime barriers, such as cultural
barriers, routines, innovative approaches
and so on . Fellow innovators also may
become fellow-lobbyers for regime
change.
.
Identify present dominant REGIME, like
culture, practices, rules, infrastructure.
existing networks and power relations
Examples: Fossil fuel infrastructure,
technologies, Actors, powerful energy,
companies, EU-energy policy, Low level of
awareness…
It is important to be aware of the
dominant regime around your innovation
project: regime can support or be a barrier
for your innovation. In the second case,
regime change/or finding a profitable sub
regime is part of the innovation challenge.
Identify challenge´s
components
Identify the main components and trends
that characterize the LANDSCAPE.
Examples: Climate change, population,
crisis, raw resources depletion…
Landscape developments have an
influence on what is possible and
impossible as well; that is why you should
be aware of them. But here you have to
relate, since changing landscape, even
when you have powerful frends, is a
mission impossible.

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Sketch your whole
challenge
Put all of the components you have
identified together in a multilevel
perspective sketch…

STEP 2
Presenting and Feedback

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Time to share and
get feedback
Show your visual outcomes and present your multilevel model.
It´s important to walk the audience through your model explaining each level
and component. Try to address the following questions:
• What did you find difficult modeling your challenge in a multilevel
perspective?
• Is there any part you don´t understand yet?
• What are the main barriers (regime or landscape) you found?
• Did you identify any out-of-the-box solution you need?

ABC DEALING WITH
BARRIERS
ASSIGNMENT
PIONEERS INTO
PRACTICE 2014

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ECONOMIC, related with imperfect
information and externalities related
whit hidden cost.
BEHAVIORAL, which includes habits,
resources and the ability of process
available information
Setting the scene
Barriers, environmental
policies inconsumption
patterns
ORGANIZATIONAL that contains a set
of values, principles and norms of
behaviors conceived with a social
system
Three types of “regime” barriers energy
efficiency in public and private
organizations:

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Example US environmental policies affecting consumer patterns
Source: own elaboration based in US department of Energy. http://www.energy.gov/
Determinants
of consumer
patterns
Environmental policies
Enforcement & Incentives Information & Persuasion
Regulation &
Standards
Economic instruments
Planning
policies
Information Education
Organizationa
l change
Psychological
measuresFinancial
incentives
New
markets
Path
dependence
LEED
(Leadership in
Energy and
Environmental
Design) Rating
program.
Building
energy codes
Energy
Efficiency
and
Renewal
energy
financing
Federal tax
Incentives
for
consumers,
home
builders and
commercial
Building.
R&D
Support for
buildings
technologies
and Small
business.
Energy
Star® label.
Basic energy
Sciences
Invention &
Innovation
Smart
Growth.
Collaboration,
participation
and technical
assistance.
States office
research and
collaboration.
NEED,
National
Energy
education and
Development
Program.
Green Schools
Diverse
Demographics
Promotion
of
conferences
and
networks.
Online
Resource
centers
Consumer
Information
Center
Rebuilt
America.
Support
partnership
with groups
and networks
Ranking &
values.
Examples &
Best practice.
Energy Act
and Federal
Buildings
requirements.
Consumer
culture

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Setting the scene
Assignment
This assignment is to help you think out-of-the-box, both individually and
collectively, in the search of innovative solutions to the current narrows your
challenge can face in its path into the regime. With that aim, A,B,C,
brainstorming game is going to be put in practice.
A,B,C is a brainstorming technique, it therefore combines three different
parts as every brainstorming session:
(1) The game kicks off with a relaxed approach to problem solving with lateral
thinking. The first part of the exercise is aimed at encouraging players to
think up as many ideas as they can, no matter how crazy they can seem. At
the beginning you think alone.
(2) Once everybody has gathered his own collection of ideas, it is time to put
them together. Some of these ideas can be crafted into original, creative
solutions to a problem, while others can spark even more ideas. So during this
stage of the game, new ideas can come up as a result of lateral thinking and
connections, shaking people out of their comfort zone. This part is
essentially creative, thus any type of judgment, criticism or flattery must
be avoided. It is no time to analyze, it´s time to think up.
(3) The last part of a brainstorming game is always the evaluation time. At
this moment it comes to prioritize solutions, pick out some of them, explore
further, etc.

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A, B, C barriers
Assignment
0
The goal is to identify the main solution to the challenge barriers, going
deeper in its description, by means of gathering as many Out of the Box
Solutions you can think up.
Once the group has identified a specific barrier, members come up with one
out-of-the-box solution to the barrier for each letter of the alphabet (one
solution for A, one for B and so for and so on) and then pick out one the
solutions and move it forward, exploring how it would affect other
components of the regime
1 2
Step Step Step
BrainstormingOutofthe
boxsolutions
Goingdeeperwiththe
Keysolution
Startingwithyourmultilevelapproach
sketchforyourchallengegroup,youare
expectedto identifyandpickoutoneof
themainbarriers.
Onememberofthegroupcantakeover
theresponsibilitytodescribeandexplain
thatbarrierorhe/shemaybethe“owner”
ofthatbarrier(whoidentifiesit)

STEP 1
Identifying out-of-the-box
solutions

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A,B,C…
Forthefirst5minutes,everyonestartsthinkingindividually
aboutout-of–the-boxsolutions,withA,B,Cetcetera. Try
touse everyletterofthealphabet
Andthenalltogetherfillinaposterwithalltheletters..The
morelettersfilled…thebetter.Iftherearemorethanone
solutionforaletter,don´tdiscardanyoftem,justputthem
together.
This is the creative step of the session where the ideas are going to be
launched. Bear in mind not to judge the other´s ideas neither yours…
Once youhavefinishedyou initialposter,startasecond
roundofbrainstorming.Thistimeingroup.Theideaistouse
theproposedsolutionsasasparktofindnewandmore
specificsolutions.Thendrawupyourfinalversionofthe
poster

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A,B,C… solutions
1. The group or, the problem owner pick out one solution that he/she finds
innovative and inspiring. In case of group selection you can use any
technique to rank the proposed solutions (use sticky dots, matrixes, etc.).
Then underlying principles are shortly discussed.
2. Individually think about what could bring this idea futher, eg. ideas on
data, actors, methods, examples, benefits, strategy, communication, etc.
3. Write on post-its this new ideas underpining the solution, put them all
together on a wall and by group disscusion try to identify the priorities
in order to put in place the solution.

ACTOR ANALYSIS
ASSIGNMENT
PIONEERS INTO
PRACTICE 2014

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Assignment
1
This assignment is to help you make an initial actor analysis. Such an analysis is
important because it may help you to identify actors that are important for the
realization of your vision or the success of your project. It helps you identify
key actors and risks as well as factor in different perspectives. It is made of
two parts. The former is intended to identify the stakeholder network (1-7)
and the latter to characterize that network and identify the main actors
(8-10).
2 3 4 5
Step Step Step Step Step
Startwithyour
innovationchallenge
Indentifystakeholdders
network
Assessandmapouttheir
position
Keyactors.Whodoyou
wanttoknow)
PresentingandFeedbak

STEP 2
Identifying stakeholders

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Listing actors
Knowing which stakeholders might be important for your innovation
project is a vital step in diving into transitions..
Taking into account the scope of your project and the goal, now identify the
main actors. Use the categories from the figure and list the actors
according to these categories and by name. For example, Friends of the
Earth (Societal groups) or the Polytechnic University of Valencia (Research
network) or the municipality of Wrocław (Public authority). This is one method
to identify the stakeholders in a systematic way. Then once you have identified
them, The next step is to learn more about their power and stakes
The range of stakeholders relevant to consider for analysis varies according to
the complexity of the challenge and the type of actions proposed and, where
the stakeholders are not organized, the incentive to include them.
Stakeholderscanbeofanyform,sizeand
capacity.Theycanbeindividuals,
organizations,orunorganizedgroups

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Assessing
To structure the list and filter out important stakeholders from less important
stakeholders, map the information gathered in different ways. This way you can
visualize different relationships eg: power vs interest, influence vs interest. This
will help you set out your stakeholder strategy.
Different approaches have been used for years, to explore the nature of the
actors’ involvement and their views, namely matrixes, tables and graphics.
We are going to use a couple of matrixes and one graph to analyze and
compare significant variables on each actor. These kind of maps will allow us
to clearly characterize the stakeholder network and visualize their relations.
Specifically we are intended to use the following variables:

Onceyouhavelistedallpossible
stakeholders,nowyoushouldknow
howtheyrelatetothechallengeand
howtheyrelateeachother.
Power
Powerpositionofthe
actorstowardsyour
initiative,howmuchcan
influenceoveryourproject
orprogramme?
Interest
doestheactorhavea
largeorsmallinterestoris
thepositiononeof
indifferencetoyourproject
orprogramme?
Dynamism
howdynamicthe
stakeholderisinchanging
theposition/opinionhe/she
holdsregardingyour
projectorprogramme?
Attitude
Willtheysupportthe
projectorprogram?
willtheybeneutral?
Aretheyexpectedtofight
against?
Legitimacy
oftherelationshipand
actionswiththe
organizationintermsof
desirability,propernessor
appropriateness
Urgency
oftherequirementsbeing
setfortheorganisation.In
termsofcriticality,time-
sensitivityforthe
stakeholder

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Sketching Matrix I:
power vs. Interest
Power/InterestBryson(1995):It
highlightscoalitionsthatcanbe
encouragedordiscouraged,whose
buyinshouldbesoughtorco-opted.
- Power +
-Interest+
Key

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Sketching Matrix I:
power vs. Interest
Itcanbeusedtovisualizethelevelof
supportineacharea.
- Power +
-Interest+
Key
supporter
neutral
fighter

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Sketching Matrix I:
power vs. Interest
..Ortovisualizerelationsbetween
stakeholders:alliances,conflictof
interests,etc
- Power +
-Interest+
Key

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Sketching Matrix II:
power vs. Dynamism
Gardneratal.(1986):When
dynamismislowthestakeholder’s
position/attitudeispredictableand
theirexpectationscanoftenbemet
inarelativeeasyway
- Power +
-Dynamism+

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Sketching Graph:
Power/ Legitimacy/
Urgency
AdaptedfromMitchell,AgleandWood (1997)
1.
2.
3.
4.
5. 6.
7.
POWER LEGITIMACY
URGENCY
1.-Dormant
2.-Discretionary
3.-Demanding
4.-Dominant
5.-Dangeorus
6.-Dependant
7.-Definitive
1, 2, 3 : Latent Stakeholders
4, 6 : Expectant stakeholders
5, 7: Key Stakeholders

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In a nutshell
Summarizethemainoutcomesof
theanalysispointingoutthe
characterizationandStrategy
Actor Interest: Attitude: Power: Alliances Conflicts Legitimacy Urgency CHARACTERIZATION STRATEGY
Category
Suppliers
…Actor 1
….Actor 2
….
Category
research
..
..
Category…
Define conclusions and actions. A conclusion could be that you do not know
enough yet about specific actors that you have identified. This could, for
example, result in efforts to learn more about these actors. Conclusions could
also be in terms of identifying potential resistance against your initiative or
potential support. This might trigger you towards other actions.

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Don’t fallintotemptation andengagethoselessimportant,outsiders
andsurroundingstakeholders…Theymayaren´tsoimportantatthis
moment,but
theydefinitivelycangiveyoutheout-of-the-boxapproachyouneed
.
Be aware that stakeholder management is an essential part of innovation
strategy. Actually it is part of strategic management.
Eg. the involvement of regime actors is often essential for final success, but
many studies show that their involvement in early stages could frustrate your
innovation project.
For suggestions on how to deal with stakeholders see for example
www.transitionsinpractice.nl parts creating a vision/drafting an action plan.

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Identifying the Key
stakeholders
Based on the previous outcomes it´s
essential to identify the main actors
whose action can put into risk the
performance of the project and its
expected success. Identify them so as to
work deeper in their characterization.
Bear in mind those actors you don´t know
yet.
Openyoureyestohidden
Stakeholders,theycandrive
yourprojecttothedownfall
Matrix I
Matrix II
Graph

STEP 5

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Time to share and
get feedback
Show your visual outcomes and present your results.
It´s important not only set out the actor analysis, but rather the main problems
and uncertainties you have found throughout the process, how you felt
working with visuals, etc

INTERVIEW
ASSIGNMENT
PIONEERS INTO
PRACTICE 2014

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Assignment Once you have identified and assessed the main stakeholders time comes
to in-depth analysis of Key actors. It is vital to know the deepest concerns,
feelings, expectations, approaches… of the key actors towards the problem,
the solutions and the project.
In order for you to carry out this analysis there are a number of techniques
and tools that can help. On this point, see ‘Interpretative Frame Approach’
on the website. www.transitionsinpractice.nl The website also refers to
other actor network tools, e.g. the ‘Cognition model' or ‘ESTEEM'.
This in-depth analysis could be done relying on available information in the
media or on the Internet. Nevertheless face-to-face interviews, preferably
on location, are highly recommendable.

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Assignment
1 2 3
Step Step Step
Interviewinaroleplay
situation
TheEmpathyMap Presentingand
Feedback
The goal of the assignment is double:
• Put interviewing into practice
• Try one the available techniques to deeply chraracterie the stakeholders:
the Empathy Map.

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Interviews
How?
THREE PERSON
The group will be split in 3 people groups
THREE ROLES
One interviewer, one interviewee, one observer
THREE ROUNDS
10m minutes per round: 7 for the interview, 3 for feedback
You are going to go through a three
round interview process so that you will
be able to train your competences to be
prepared for a real-life interview, exercise
feedback, get to know how some other
participants see the (regional) context of
low carbon innovation, etc.

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.
The interviewer The aim of these face-to-face interviews is to know the actual position of
the interviewed within the stakeholder network and the group challenge:
How does she understand the challenge? How does he engages with other
stakeholders? What is her opinion about the current regime?...
So, with the group challenge in mind ask questions aimed at knowing
their approach and their role in that regional challenge. If you want , the
following topics can help you address the whole range of topics.
?
(1)Theirgeneralopinion.
Their general ideas on sustainability
challenges, their vision. Main
barriers, current initiatives at niches
and regime levels, needed
breakthroughs, next steps, future
trends….
(3)Theiractions.
Howdotheycontributeinthis
multilevelchallenge?Aretheyina
nicheoraretheyapieceofthe
regime?Aretheyactiveorpassive?
(2)Theirfeelings
Whataretheirfears,theirworries,
theirhopes,theirpains…Whatare
theyputtingatrisk?Whatdothey
expecttogain?Theirfeelingson
barriers,opportunities,stakeholders,
trends…
(4)Theirrelations
How/Wheredotheyengagewith
otheractors?Forums,radio,journals,
meetings…Dotheyhavealliances,
enemies…?Whatroleareplaying?
(5)Theiradvice
Somenewideas?Maybeahiddenor
keyactor?Someout-of-the-box
innovation?Newregulations?
Somethingfinnanicalrelated?

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Probing by usingWHY
The use ofWhy questions is a
good way to draw out all
possible information and to get
to the root of the problem or to
the more fundamental
convictions that are important
to understand the actors'
behaviour or interest
Open questions:
Open questions give rise longer
answers.They are intended for
the respondent to share in a long
way their knowledge, opinion or
feelings .These questions
usually begin with W questions:
What, Why, Who,. hoW, When,
Where, What if…
The interviewer
questions
Funnel questions:
Funnel questions are aimed at
diving in the details of one piece
of information by homing in on a
point in each answer, and asking
for more and more details .
It´s like a polite third degree
It´s important to plan the questions you are going to ask before the
interview . Bear in mind that if you ask the wrong questions, you'll probably
get the wrong answer, or at least not the type of answer what you're hoping
for.
During the interview make sure that you give the person you're questioning
enough time to think their answer and respond. At the same time if your
are asking deep questions which imply deep thought, it needs to be
matched by empathic and active listening so that you understand what
people really mean with their answers.
?

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The observer
BODY Language
FLUENCY of conversation
COHERENCE of Q&A
COMFORTABILITY of his role
BALANCE between interviewer
and interviewed
The observer has to actively listen to the interview, paying attention to the
other´s behavior as well as the conversation (content, fluency, etc.). Her role
is mainly aimed at analyzing the role-play itself instead of the practical
results of the interviews.
That is, the exercise has two parts, the three pioneer characterization in
relation to the group challenge and the role-play as a way to practice for
the real life situations. The role of the observer is addressed to the second
one, giving feedback to the people directly involved in the interview.

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The observer
giving feedback
Giving and getting feedback is one of the most valuable ways to improve
one situation or performance. Nevertheless is important to keep that
feedback in an effective way avoiding to be harsh, critical, or offensive.
It is vital for the person giving feedback, not to mix up judgments with
observations. Feedback is focused on the latter and never on personal
judgments. So, describe what you noticed; focus on the behaviour, not
the impression you had of it or on a person or their intentions.
Effective feedback involves what or how something was done, not why.
Don’t take for granted the person receiving feedback is understanding you,
so check it by using a feedback loop, such as asking a question.
Bespecific.
Tellthepersonexactlywhatyou
noticed.Thisensuresthatyoustickto
factsandthereislessroomfor
ambiguity.
Use"I"Statements
Givethefeedbackfromyour
perspective.Thiswayyouavoid
labelingtheperson.
Focuson…ratherthan.
Observationratherthaninference.
Descriptionratherthanjudgments.
Behaviourratherthantheperson

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Empathy Map In the recent years has appeared the tool called Empathy Map, developed by
XPLANE www.xplane.com . It helps sketching the profile of a stakeholder ( or
customer, audience…) and understand his environment, behaviors, concerns
and aspirations regarding the project (idea, program, solution, challenge,
product…).
The empathy map can be used with the information you gather through the
media and the Internet or even better through a face-to-face interviews, which
are highly recommendable.
Checkouttheempathymap andthekindof
questionsitentails,alwaysfromthestakeholder
perspective.
Andthenpickoutoneoftheactorsfromthe
previousassignmentoroneofthepioneers
interviewed andtrytofilluptheempathymap

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Time to share and
get feedback
In this assignment you should talk about the feelings and difficulties finding
while conducting the interviews. As an observer, What did you notice? And
regarding the other roles. Did you find difficult to adapt the questions? Were
you comfortable?...
The second topic to be addressed is the outcome: The focus of the interviews,
the difficulties to fill up the empathy map, etc.

NURTURING
ASSIGNMENT
PIONEERS INTO
PRACTICE 2014

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Assignment
1a
Niches’ are small-scale ‘spaces’ for experimenting with radical innovations that
have potentially path-breaking consequences when they become widely
diffused and adopted. Strategic Niche Management has yielded a number of
tools to increase the chances for an innovation to succeed.
The aim of this assignment is to practice some of these tools identifying
different actions to back up the innovation challenge, allowing it to gain
momentum: More specifically you are going to work with (1) Regime
Conditions, (2) Shielding/Nurturing/Empowering Strategies (3) Learning
strategies and a summary of all of them.
Due to the tightness of the time you have to decide between one of the three
proposed exercises: (1a) Regime Contrast or (1b) Spider Graph (1c) Learning
dimensions. Then move on to the (2) Force Field analysis in your challenge as
a summary of SNM, MLP, Actor Anlaysis and Barriers.
1b
3
Step
Step
Step
Currentregime vs
Necessaryregime
NicheManagement
Spidergraph
Presentingand
Feedback
1c
Step
Learning dimensions
2
Step
ForceFieldAnalysis

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Regime Dominant regime
(Existing)
Regime that would be
needed
Culture
Organisation/
rules
Users/market
Policies and
political power
Knowledge
(Technical)
infrastructure
The goal of this exercise is to highlight the changes that have to be made in
order to set the necessary regime conditions against the current regime
you characterized in previous assignments. You can use the following
categories or any others you consider relevant for your challenge.
Start with existing conditions and then brainstorm the new conditions.
Regime contrast I

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Regime Dominant regime
(Existing)
Regime that would be
needed
Culture
Organisation/
rules
Users/market
Policies and
political power
Knowledge
(Technical)
infrastructure
Rank the conditions that need to be changed in order to focus on them
your efforts. Some conditions must be promoted and other should
disappear.
Regime contrast II

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Regime contrast III
Proposeasetofactions
tocarryout

STEP 1b
Shielding- Nurturing-
Empowering

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The goal of this exersice is to work on the three main strategiesn set out by
SNM to keep the innovation project in a safe environment::
SHIELDING: Create a “protected space” to prevent the project from
mainstream selection pressures and premature failure. For example: (i)
Financially (e.g. subsidies) (ii) Geographically (e.g. specific location) (iii)
Institutionally (e.g. regulatory exemptions) (iv) Socio-cognitive (e.g.
attractive visions) (v) Politically (e.g. ministerial commitments) (vi) Culturally
(e.g. dedicated environmentalists)
NURTURING: Actions aimed at improving your project/challenge by means
of Creating diverse and powerful actor networks, Creating a shared and
specific vision and Combining technical and social learning.
EMPOWERING: Aimed at scaling up your project/innovation. For example:
Adapting your business model to the existing rules/regulations (i.e. making
your innovation fit the current system). Lobbying for NEW rules/regulations
(i.e. changing the current system to fit your innovation
Shielding/ Nurturing/
Empowering

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SNM Spider Graph
Nurturing:
Is your network diverse (1-5) & can
they mobilize resources? (1-5)
Do you have a specific project
vision (1-5) & is it shared among
your network’s actors? (1-5)
Are there specific technical (1-5)
and social (1-5) challenges you aim
to learn about?
Empowering:
Do you see opportunities for scaling
up your project IN the current
system? (1-10)
Do you see opportunities for your
project CHANGING the system? (1-
10)
Shielding:
Are sufficient subsidies available?
(1-10)
Are there specific locations
beneficial for your project? (1-10)
Is there already a sufficiently large
market segment for your project
(e.g. outside the mainstream)? (1-
10)
Sketch a spider graph representing each one of the questions addressed by
the three strategies.. You can follow the porposed questions and axis or try
those which better fit to your challenge.
Then identify your strengths and weaknesses and discuss what
strategywould be neccessary to achieve your project goals.

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Setting the Scene
Learning
dimensions
The goal of this exercise is to Take advantage of the learning processes While
you are managing the niche level. Three processes can be emphasized:
Broadening, Deepening and Scaling Up.
SCALING-UP
BROADENING
DEEPENING:

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Setting the Scene
Learning
dimensions
DEEPENING. Understanding the innovation context
What is the competitive advantage of your experiment? What
makes it distinctive about its local context?
…
.
BROADENING: Looking for alliances and synergies
What are linkages with other niches or domains? What are
necessary further innovations, in other contexts? What is
generalisable about this experiment? Witch other innovation
projedts/ Experiments coul be interesting ? Starting smilar
innovation projects in different context?
…
SCALING-UP. Changes in the regime
What are necessary system-level changes to move from
experimentation to mainstream, eg. Increasing awareness,
shifts in thinking, changes in behavior or routines, changes in
infrastructure or financial structures, etc.

76|
Brainstorming on
learning
GROUP BRAINSTORMING
The exercise is based in a group brainstorming session around the four axis
of learning processes (breaking down the broadening process into two sub-
processes: Connecting with other projects and Starting similar innovation
projects in different context).
1. The first 5 minutes devoted to individually think as many ideas as
you can and write them down on sticky notes..
2. Then 15 minutes devoted to bond all notes on a wall poster with
the four arrows. While post-it are put on the poster, new ideas can
came up. Some of them will be linked to posted ideas and others
won´t be directly linked. It´s important keep an open mind and not
criticize any idea.
3. Now it´s time to describe and discuss about ideas.
4. Once you have a clearer idea about different ideas, you can use any
technique you know to rank them and decide which type of
strategy is more valuable for your project.

79|
Force FieldAnalysis You are going to use the Force Field Analysis game is a way to evaluate the
forces that affect change which can ultimately affect your innovation. They will
be a kind of summary of everything you have analyze so far: MLP features,
Stakeholders Analysis, Barriers and Niche Management. All of them depict a
force in favor or against the changes your project needs or is intended to give
rise. At the end you can assess if there are more forces pushing against or in
favor you project.
FORCE FIELD ANALYSIS
This dynamic is based on the Force Field Analysis framework developed by the
social psychologist Kurt Lewin in the 1940s
1. In the middle top of your poster draw a picture of your innovation.
2. On the top left of the page, write the phrase “Forces FOR Change”. On the top
right, write the phrase “Forces AGAINST Change” and draw arrows pointing
towards the image in the middle. Each arrow will contain categories of forces.
For instance alliances, synergies, technological advantage, social need, financial
conditions…
3. Take 5-10 minutes to individually generate as many ideas as you can about
what elements are driving the change. Each idea must be written on one sticky
note.
4. Each participant must rate their own ideas including on the post-it a number
ranging from 1 (weak force) to 5 (strong force).

80|
Force FieldAnalysis
5. Put on the canvas all of the sticky notes
FOR/AGRAINST clustering them according categories.
Bear in mind that arrows mean categories not ideas.
6. Get an average for each cluster based on ideas score
and write that number next to the related category in
the arrow.
7. Add up the quantities for and against change and write
the totals at the bottom and on the appropriate side of
the sheet. Are forces for the change stronger or
conversely?
8. Identify the three forces with the higher score and turn
them into actions.
9. At the bottom of the canvas Write these three main
actions or strategies to be carried out

81|
Force FieldAnalysis
Your actions

83|
Time to share and
get feedback
One again it is important to talk about your feelings, the difficulties and
setbacks you have found throughout the process, unexpected barriers or
forces in favor that have come out , etc.

VISIONING AND
BACKCASTING
ASSIGNMENT
PIONEERS INTO
PRACTICE 2014

85|
Assignment
1
The goal of the assignment is to practice how to build an inspiring and specific
vision of your desired future and how this vision can help you identify and
work round barriers and pitfalls by means of the most fit actions.
In the most plane words imagine that you are 20 years from now. What does
your sustainable future looks like? Depending on the challenge: where do
people live, what does it look like? how do they move, make transactions,
spend their days, how does the environment look like etc. That´s visioning.
Then Imagine that you have to tell your grandchild about how this future
differs from now, this is backcasting!!
2
Step Step Step
Envisionthefuture,the
moredetailedthebetter
BackcastingMap Presentingand
Feedback
3

86|
Predictive tools
BAUSCENARIO:Businessas
UsualScenarioallowstopredict
themostlikelyfuture
FORECASTING:Thisapproach
explorealternativefutures,
startingoutinthepresent
BACKCASTING:Assess
feasibilityand strategiesto
attendthedesirablefuture
Present
Present
Present Future
Future
Future

88|
Sustainability vision The goal of this part of the assignment is to envision the desired future
for your challenge, as much detailed as you can and then draw it. The
more details you add the more accurate will be the backcasting..
In order for you to easier imagine and sketch your vision of the future, you
can use the Cover Story Template. This template and dynamic is based on
one developed by the Visual Meetings company “The Grove”
(http://www.grove.com/ ). However if you feel more comfortable with other
kind of representation, please feel free to improvise and develop your own
sketch.
In case you use the cover story template, just follow along the comments in
next pages.
Thispartoftheassigmentanswerthequestion
WHAT…Whatismydesiredfuture?

90|
Draw the template and
stick it on the wall
.
Components of
Cover Story
“Images” are for
supporting the content
with illustrations.
“Cover” tells the BIG
story of their success..
“Headlines” convey the
substance of the cover
story.
“Sidebars” reveal
interesting facets of
the cover story.
“Quotes” can be anyone
as long as they’re
related to the story.
“Brainstorm”
documents initial ideas
for the cover story.

93|
Backcasting Once you have a clear vision of your current state and your desireable
future….: WHAT IS NEEDED TO ACHIEVE THE ENVISIONED FUTURE?
And this answer can entail new technologies, new political or economic
framework, significant changes in actor configuration, cultural and formal rules,
etc. The answer must be specific
BackcastingMap:AnA-B-C-Dprocessthat
providesacomprehensivevision ofthe
desirablefutureandthestrategiestoreachit
Thispartoftheassingmentanswerthequestion
HOW…HowcanIachieveismydesired
future?

94|
Startwithyour visionofthe
future,whether youusedthe
coverstoryoranothersketch
Backcasting MapA A

95|
Place your understandingofthe
currentsituation.Yourmultilevel
sketchshouldbeagooddevice
Backcasting Map B
B
A

96|
Discover the HOW:Movebackwardsfromyourvision
tothecurrentstatetopinpointwhatshouldbedone to
reach thedesiredfuture.Thiscouldbe new knowledge,
financialarrangements,changesinroutines,rules,
culture,andinfrastructureetc.
Backcasting Map C
B
A
C

97|
Movestepbysteptowardsthe
future.Useforecasting toidentify
risks,opportunitiesandACTIONS
Backcasting Map D
B
A
C
D

STEP 4

101|
Time to share and
get feedback
Were you able to carry out all the tasks? What of them did you find more
difficult? Did you feel comfortable with backcasting? Was an easy task to turn
your strategy into specific actions?...

THAT´S… NOT ALL FOLKS!!!
… KEEP PLAYING
PIONEERS INTO
PRACTICE 2014

Transition Approach, toolkit for worshop inplementation

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