Cheat Sheet: How to Enact Change
Key Concepts
- Theory of Change: Framework explaining how specific actions lead to desired outcomes
- Policy Change: Altering formal rules, laws, or regulations
- Institutional Change: Transforming practices within organizations
- Cultural Change: Shifting social norms, values, and behaviors
- Direct Service: Meeting immediate needs while working toward systemic solutions
- Power Mapping: Identifying who can make decisions and who influences them
Change Pathways Comparison
Pathway | Timeframe | When Most Effective | Limitations | Examples |
Policy Change | Medium to long | When clear rules would solve problem | Implementation may lag | Legislation, regulations, ordinances |
Institutional Change | Medium | When practices within systems need reform | Limited to specific organizations | School policies, corporate practices |
Cultural Change | Long | When attitudes and behaviors must shift | Difficult to measure progress | Changing norms around recycling, smoking |
Direct Service | Immediate | When people need help now | Doesn’t address root causes | Food banks, emergency assistance |
Scales of Change
- Individual: Personal behavior and immediate relationships
- Organizational: Practices within specific institutions
- Community: Local norms, resources, and relationships
- Systemic: Underlying structures affecting multiple communities
- Most effective approaches: Work at multiple scales simultaneously
Working Within Systems: Key Strategies
- Map the decision-making process: Formal procedures and informal influences
- Identify access points: Where and when decisions are made
- Build a solid factual case: Research, data, and evidence
- Develop specific, actionable solutions: Concrete proposals, not just problems
- Connect to decision-maker priorities: Frame in terms of their interests
- Use inside-outside strategy: Work with allies both within and outside system
- Follow up persistently: Track commitments and implementation
Coalition Building Framework
Stage | Key Tasks | Success Indicators |
Formation | Identify potential allies, develop shared purpose | Diverse partners committed to collaboration |
Coordination | Establish communication systems, clarify roles | Efficient decision-making, clear responsibilities |
Action | Implement coordinated strategies, adapt as needed | Synchronized efforts, responsive to feedback |
Evaluation | Assess impact, celebrate successes, learn from challenges | Honest reflection, continuous improvement |
Evolution | Adjust goals and strategies based on changing context | Sustainable engagement, growing capacity |
Effective Message Components
- Values connection: Link to widely shared principles (fairness, security, opportunity)
- Problem definition: Clear, compelling explanation of what’s wrong
- Solution vision: Concrete description of what change would look like
- Action pathway: How specific actions connect to desired outcomes
- Personal stories: Authentic experiences that illustrate the issue
- Specific asks: Clear requests for particular actions
Change Strategy Assessment Questions
- Does our approach address root causes or just symptoms?
- Are we working at the most effective scale(s) for this issue?
- Have we identified the real decision-makers and influencers?
- Does our coalition include those most affected by the issue?
- Are our tactics aligned with our values and goals?
- Have we considered potential unintended consequences?
- Is our approach sustainable for the time required?
Overcoming Common Obstacles
Obstacle | Strategy |
Limited resources | Focus efforts, build partnerships, leverage existing assets |
Resistance from power holders | Find internal allies, build external pressure, offer face-saving options |
Competing priorities | Connect to existing concerns, show mutual benefits |
Bureaucratic complexity | Map systems carefully, find experienced guides |
Public apathy | Use compelling stories, make issue relevant to daily life |
Burnout | Pace efforts, celebrate small wins, distribute responsibilities |
Remember: Creating change isn’t about having special powers or positions—it’s about applying strategic thinking, building collective power, and maintaining determined effort over time. The most effective change-makers aren’t those with the most power initially, but those who most effectively build and apply collective power over time.