Transition Design argues that stakeholder relations are the “connective tissue” within wicked problems, and and these nuanced “systemic relations” must be ‘mapped’ and analyzed to serve as the basis for problem resolution

systemic oppression manifests on four systems levels: The Individual, The Interpersonal, The Institutional and The Structural

This new, emerging paradigm emphasizes empathy, relationship, participation and self-organization, calls for new mindsets and postures of openness, speculation, mindfulness and a willingness to collaborate.

Stakeholder relations of conflict and opposition always require the greatest investment of time and energy to resolve, but relations of affinity, agreement and alignment (that are always present) often go unseen and acknowledged. Transition Design argues that relations of affinity and alignment are the “low hanging fruit” in a system and show us... See more

Identifying stakeholder beliefs, assumptions and cultural norms: Although some traditional problems-solving approaches consider user preferences and motivations, they seldom consider the ways in which individual and collective stakeholder beliefs, assumptions and cultural norms have contributed to the problem.

Relations of affinity can be immediately leveraged in the co-creation of visions, projects, initiatives and other types of interventions. These early, tangible steps can yield positive, mutually beneficial outcomes which help establish trust and bridge the divides in areas in which they disagree.

Transition Design argues that living in and through transitional times calls for self-reflection and ‘new ways of being’ in the world in order to act as a catalyst for societal transition. This will call for self-reflection and learning which lead to new mindsets and postures.

Identifies and considers all stakeholder groups: Understanding and addressing the social roots of a wicked problem demands that all stakeholder groups are identified and their concerns integrated into the problem frame.