We make available resources from our work with Shared Agendas, published under an open CC BY 4.0. license and freely available for use and adaptation.
The concepts and approaches that guide how we work with Shared Agendas under conditions of complexity, uncertainty and distributed responsibility.
These documents address how collective action is organised and sustained over time, how direction and learning are maintained, the role of collaboration and facilitation in practice, and how place-based processes can connect with wider dynamics of change.
Connecting distributed knowledge, systemic interpretation and collective action
Sets out how artificial intelligence is used across our work with Shared Agendas, including research, framework development, systemic analysis, sense-making and digital tools. It also defines the principles that guide this use, keeping purpose, human judgement, responsibility and the basis for interpretation explicit.
Organising distributed action for system transformation
Extends the Shared Agendas approach to situations in which change depends on multiple place-based processes across territories. It proposes a shared analytical structure for relating developments, initiatives and place-based processes across contexts, supporting interpretation, collective learning and decision-making at broader scales.
Connecting collaboration, learning and directionality
Examines Shared Agendas as a governance response to situations in which responsibility is distributed, knowledge is partial and evolving, and no single organisation can steer outcomes. It focuses on the tensions, structural constraints and infrastructures involved in sustaining coordination, learning and shared direction over time.
Connecting collaboration, learning and directionality through Shared Agendas
Focuses on the practices through which people and organisations sustain collective work under conditions of uncertainty and interdependence. It examines responsibility, relationships, experimentation, collaboration across differences, perseverance, leadership, facilitation and the navigation of persistent tensions.
Maintaining direction, contribution and learning over time
Explains how theory of change is used as a working reference within Shared Agendas. It connects shared direction, system conditions, portfolios of action, assumptions about contribution, monitoring and learning, allowing collective work to adapt while maintaining orientation over time.
