What kind of different leverage points can we identify to assist design process in tackling wicked problems of humankind? This lecture is based on results and findings from Peloton and HOAS lab projects by Demos Helsinki. Both of these processes aim at creating consumer behavior change and empowering gatekeeper professionals to improve energy efficiency and overall quality of housing. The lecture was held at Chalmers Architecture course Design Systems on February 1st 2012.
1. Wicked problems and their leverage points
Design Systems SPRING 2012, Chalmers Architecture
Aleksi Neuvonen
Demos Helsinki
aleksi.neuvonen@demos.fi
www.demos.fi
2. Structure of the day:
1. Peloton gatekeepers - example of a systemic
intervention
2.Design systems & wicked problems
3.Design systems & leverage points
3. Peloton nudges the Finnish economy towards energy efficiency
Peloton is an initiative of Demos Helsinki with the support of
Finnish Innovation Fund Sitra.
12. there is no point to influence people's
attitude.
80-90 % Finns think that climate change is a fact
70-85% consider it a serious threat
50-75 % ready to take action
Yet, Finland #7 in per capita energy usage amongst OECD countries. Change of
attitudes has not significantly changed behavior. Energy consumption is rising,
meat consumption is rising etc.
Pro-environmental actions are more
important than values.
13. what influences behavior?
(What are the leverage points?)
Nudge
Peer Action Education Media Coverage
Social norms Subsidies
Chance
Feed-back
Convenience Legislation
Reduce Offering Marketing Regulation
Complexity Price
Role model Perceived
Perceived action Opportunity to Price
Convenience Test
14. what influences behavior?
(What are the leverage points?)
Nudge
Peer Action Education Media Coverage
Social norms Subsidies
Chance
Feed-back
Convenience Legislation
Reduce Offering Marketing Regulation
Complexity Price
Role model Perceived
Perceived action Opportunity to Price
Convenience Test
15. what influences behavior?
(What are the leverage points?)
there,
Nudge
get
Peer Action e to ess?
Education e tim proc
k e
MediataCoverage
s to -up th
Social norms seempeed Subsidies
but
Chancewe s
Feed-back Yes, do
Convenience how Legislation
Reduce Offering Marketing Regulation
Complexity Price
Role model Perceived
Perceived action Opportunity to Price
Convenience Test
16. what influences behavior?
(What are the leverage points?)
Nudge
Peer Action Education Media Coverage
Social norms Subsidies
Chance
Feed-back
Convenience Legislation
Reduce Offering Marketing Regulation
Complexity Price
Role model Perceived
Perceived action Opportunity to Price
Convenience Test
17. what influences behavior?
(What are the leverage points?)
Nudge
Peer Action Education Media Coverage
Social norms Subsidies
Chance
Feed-back
Convenience Legislation
Reduce Offering Marketing Regulation
Complexity Price
Role model Perceived
Perceived action Opportunity to Price
Convenience Test
18. what influences behavior?
(What are the leverage points?)
Nudge
Peer Action Education Media Coverage
Social norms Subsidies
Chance
Feed-back
Convenience Legislation
Reduce Offering Marketing Regulation
Complexity Price
Role model Perceived
Perceived action Opportunity to Price
Convenience Test
19. what influences behavior?
(What are the leverage points?)
Nudge
Peer Action Education Media Coverage
Social norms Subsidies
Chance
Feed-back
Convenience very?
Legislation
w,
kno ing of deli
to
Marketing e tim
Reduce Offering
le seem e th Regulation
Complexity eop mprov
s ut p we i
, b ld Price
Yemodel
Role cou Perceived
Perceived how
action Opportunity to Price
Convenience Test
20. what influences behavior?
(What are the leverage points?)
Nudge
Peer Action Education Media Coverage
Social norms Subsidies
Chance
Feed-back
Convenience Legislation
Reduce Offering Marketing Regulation
Complexity Price
Role model Perceived
Perceived action Opportunity to Price
Convenience Test
21. what influences behavior?
(What are the leverage points?)
Nudge
Peer Action Education Media Coverage
Social norms Subsidies
Chance
Feed-back
Convenience Legislation
Reduce Offering Marketing Regulation
Complexity Price
Role model Perceived
Perceived action Opportunity to Price
Convenience Test
22. what influences behavior?
(What are the leverage points?)
Nudge
Peer Action Education Media Coverage
Social norms Subsidies
Chance
Feed-back
Convenience Legislation
Reduce Offering Marketing Regulation
Complexity Price
Role model Perceived
Perceived action Opportunity to Price
Convenience Test
23. what influences behavior?
(What are the leverage points?)
Nudge
Peer Action Education Media Coverage
Social norms
day, Chance Subsidies
the
Feed-back
ave
Convenienceo n’t s Legislation
es d
hero evance?
or 2 e reOffering
Reduce 1 at l Marketing
but ner
es, ge
Regulation
Y to
Complexity Price
how Role model Perceived
Perceived action Opportunity to Price
Convenience Test
24. what influences behavior?
(What are the leverage points?)
Nudge
Peer Action Education Media Coverage
Social norms Subsidies
Chance
Feed-back
Convenience Legislation
Reduce Offering Marketing Regulation
Complexity Price
Role model Perceived
Perceived action Opportunity to Price
Convenience Test
25. what influences behavior?
(What are the leverage points?)
Nudge
Peer Action Education Media Coverage
Social norms Subsidies
Chance
Feed-back
Convenience Legislation
Reduce Offering Marketing Regulation
Complexity Price
Role model Perceived
Perceived action Opportunity to Price
Convenience Test
26. what influences behavior?
(What are the leverage points?)
Nudge
Peer Action Education Media Coverage
Social norms Subsidies
Chance
Feed-back
Convenience Legislation
Reduce Offering Marketing Regulation
Complexity Price
Role model Perceived
Perceived action Opportunity to Price
Convenience Test
27. what influences behavior?
(What are the leverage points?)
Nudge
Peer Action Education Media Coverage
Social norms
whom? Subsidies
, by Chance
WhFeed-back
en
Convenience Legislation
Reduce Offering Marketing Regulation
Complexity Price
Role model Perceived
Perceived action Opportunity to Price
Convenience Test
33. gatekeepers are key to behavior change
1) Gatekeepers define the choice environments as they transform people´s needs
and desires into choices and decisions. They enable or deny access to low-energy
behavior. Peers and professionals close to the consumer do this in terms of energy-
related practices.
2) Previous research has considered legislators and green businesses as
gatekeepers for energy consumption. This view tends to underestimate the
complexity of the selling/purchasing process with its subtle factors leading to a
decision. Therefore only a small part of energy gatekeepers have understood that
they have this role.
(Demos Helsinki 2009: Gatekeepers changing consumers' behaviour in energy consumption)
34. gatekeepers change
the choice environment
Testing Products
and Services
Peer Production
Cooperation with
Pioneers
Gatekeepers
More and Better
Products and
New Behavior Services
Better Choice New Legislation
Environment
35. Mistä suomalaisen hiilijalanjälki koostuu?
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– E L I K U I N K A T E H D Ä E N E R G I A N S Ä Ä S T Ö S T Ä M A H D O L L I S TA
36. [Peloton]
! Peloton is the main group in a cycling tournament. In Peloton the competitors
cycle close to each other to save energy and to gather strength for a break-out.
! Peloton is a joint effort of Demos Helsinki and Sitra to boost new, greener
tommi.laitio@demos.fi
www.demos.fi
economy.
37.
38. how peloton works?
We engage with gatekeeper communities on a human level.
We use participatory future studies and design thinking
methods in two-day intensive workshops.
The workshops bring the competitors togethers. Companies
send people from every level of the organisation (altogether
20–25 participants). By raising awareness of all competitors
simultaneously, we create hunger to be the first in executing a
good idea. Low-energy future is tackled by creating ideas for
new products and services.
In 2009–2011 we have done workshops for instance for
parents of small children, hardware stores, lifestyle media,
HR, domestic travel and hospitality, food journalists, home
economics teachers, social housing and house managers.
39. Our aim has been to...
kickstart low-energy innovation and commercialisation in the most important consumer companies.
We have been successful in...
bringing new products and services out and adding value to old ones in most of the organisations we
have engaged with.
40. peloton
gatekeepers
2009–2012
HR Professionals
Grocery stores Home economics teachers
Transport professionals Lunch restaurant professionals
Communications agencies Office canteen workers
Regional decision-makers Hardware store professionals
Building managers Parents of small children
Domestic travel providers Lifestyle media editors
Food journalists Women´s magazine editors
41. some results from peloton
Exciting
experiences
(Nopsa
Travels,
Olivia
Magazine)
Startup and designer enthusiasm New services
and new companies (Rautakesko´s
(Peloton Innovation Camp) Energy Master service)
42. peloton innovation camp
In November and December 2011 we
organised 2 two-day startup camps for low-
energy business. Over 150 professionals
from various sectors worked voluntarily in 16
teams to develop better services and
products.
winning concepts
- Wasted Space: next generation real estate
firm utilising wasted and underused spaces
- Weego: car-sharing service
- Hyvikki: Rebranding food close to its last
date of purchase
- Powerhouse: app helping energy
companies reduce consumption peaks and
consumers to follow their usage
46. gatekeepers change
the choice environment
Testing Products
and Services
Peer Production
Cooperation with
Pioneers
Gatekeepers
More and Better
Products and
New Behavior Services
Better Choice New Legislation
Environment
47. PRAGMATIST APPROACH TO THE FUTURE
emission limits, price for carbon, subsidies,...
Climate Low-Carbon
Challenge Society
participation, social innovations, lifestyle changes,...
48. PRAGMATIST APPROACH TO THE FUTURE
emission limits, price for carbon, subsidies,...
Climate acceptance for Low-Carbon
new regulation
Challenge Society
participation, social innovations, lifestyle changes,...
49. PRAGMATIST APPROACH TO THE FUTURE
NAL
NATIO
(IN TER)
POL ITICS
emission limits, price for carbon, subsidies,...
Climate acceptance for Low-Carbon
new regulation
Challenge Society
participation, social innovations, lifestyle changes,...
50. PRAGMATIST APPROACH TO THE FUTURE
NAL
NATIO
(IN TER)
POL ITICS
emission limits, price for carbon, subsidies,...
Climate acceptance for Low-Carbon
new regulation
Challenge Society
participation, social innovations, lifestyle changes,...
CITIE
S
GRO , PEER
UPS,
COM
PANI
ES
54. Task 1:
Think of your assignment.
What are the behavior patterns
we need to influence?
55. Task 1:
Think of your assignment.
What are the behavior patterns
we need to influence?
Who are the gatekeepers (or
other parts of choice
enviroment) who shape people's
behavior?
57. [Spoon as a metaphor for a result of
a design process]
The spoon can be seen
through different
systems.
The work of a designer
is to conjoin different
systems.
58. waste repository
energy resources
mineral deposits
NATURAL SYSTEMS
SOCIAL SYSTEMS
TECHNOLOGICAL SYSTEMS
eating habits
manufacturing washing work comerce
cooking legistlation
metal refining
59. waste repository
energy resources
mineral deposits
NATURAL SYSTEMS
COGNITIVE SYSTEMS
SOCIAL SYSTEMS
TECHNOLOGICAL SYSTEMS
eating habits
manufacturing washing work comerce
cooking legistlation
metal refining
60. waste repository
energy resources
dissonance mineral deposits
disliking liking NATURAL SYSTEMS
beliefs threats desires
COGNITIVE SYSTEMS
SOCIAL SYSTEMS
TECHNOLOGICAL SYSTEMS
eating habits
manufacturing washing work comerce
cooking legistlation
metal refining
61. waste repository
energy resources
Anticipation mineral deposits
dissonance
disliking liking NATURAL SYSTEMS
beliefs threats desires
COGNITIVE SYSTEMS
SOCIAL SYSTEMS
TECHNOLOGICAL SYSTEMS
eating habits
manufacturing washing work comerce
cooking legistlation
metal refining
62. waste repository
Future horizons energy resources
Anticipation mineral deposits
dissonance
disliking liking NATURAL SYSTEMS
beliefs threats desires
COGNITIVE SYSTEMS
SOCIAL SYSTEMS
TECHNOLOGICAL SYSTEMS
eating habits
manufacturing washing work comerce
cooking legistlation
metal refining
68. How to cut CO2 emissions?
What will be valuable in the future?
Who will take care of the elderly people?
What will the elderly people want to do?
How can people learn to employ themselves in mids of
constant economic change?
How can get people to do something like sports?
What does it mean when rest of the world joins the internet?
How do we restore energy to feed the world?
69. Wicked Problems
How to cut CO2 emissions?
What will be valuable in the future?
Who will take care of the elderly people?
What will the elderly people want to do?
How can people learn to employ themselves in mids of
constant economic change?
How can get people to do something like sports?
What does it mean when rest of the world joins the internet?
How do we restore energy to feed the world?
71. More wealth
More
Enough food temptations
More coke
Better food
More hamburgers
Child Obesity
More computer games
Vending machines at shools
More cars, less walking
Free
Less upbringing
regulation
Stronger industry lobby
72. More wealth
More
Enough food temptations
More coke
Better food
More hamburgers
Child Obesity
More computer games
Vending machines at shools
More cars, less walking
Free
Less upbringing
regulation
Stronger industry lobby
73. Wicked Problems are problems of our era
1.There is no definitive formulation of a wicked problem (defining
wicked problems is a problem).
2.Solutions to wicked problems are not true-or-false, but better or
worse.
3.There is no immediate and no ultimate test of a solution to a wicked
problem.
4.Wicked problems do not have an enumerable (or an exhaustively
describable) set of potential solutions, nor is there a well-described set
of permissible operations that may be incorporated into the plan.
5.Every wicked problem is essentially unique.
6.Every wicked problem can be considered to be a symptom of another
problem.
7.The existence of a discrepancy representing a wicked problem can be
explained in numerous ways. The choice of explanation determines the
nature of the problem's resolution.
8.The planner has no right to be wrong (planners are liable for the
consequences of the actions they generate)
Horst Rittel and Melvin Webber.
74. Wicked Problems are problems of our era
1.There is no definitive formulation of a wicked problem (defining
wicked problems is a problem).
2.Solutions to wicked problems are not true-or-false, but better or
worse.
ndl , ess
3.There is no immediate and no ultimate test of a solution to a wicked
problem. n e ons
es a(or an ati
4.Wicked problems do not haveeq
R uir
an enumerable ovexhaustively
iis n
describable) set of potential solutions, nor nthere a well-described set
oincorporatedmpthe ,
f ts plan.
of permissible operations thatowbe
fl may s, atte into nge
ion mic cha
act ste
5.Every wicked problem is essentially unique.
. sy e-scale
6.Every wicked problem can be considered to be a symptom of another
i.e
problem.
rg
d la aur chan e.
gcan be
an
7.The existence of a discrepancy representing wicked problem
of o
explained in numerous ways. The choiceviexplanation determines the
b
nature of the problem's resolution.eha
8.The planner has no right to be wrong (planners are liable for the
consequences of the actions they generate)
Horst Rittel and Melvin Webber.
75. The spoon can be seen
through different systems.
The work of a designer is
to conjoin different
systems.
...and by that, to identify
leverage points and ways
of manipulating them.
76. What were the leverage points Peloton
process reacher for?
How did the gatekeepers change the
system?
Create new enabling infrastructure, alter old (services,
buildings, shop concepts)
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
Create and proof economic benefits (new business, new
competitive assets)
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
Revise policies to support emerging practices (regulation,
R&D funds)
Form new stakeholder groups (start-ups, professionals)
Create new sources of motivation (employee engagement, shared
value)
Meadows, Donella: ”Leverage Points – Places to intervene in a system”,
The Sustainability institute, 1999.
77. What were the leverage points Peloton
process reacher for?
How did the gatekeepers change the
system?
Create new enabling infrastructure, alter old (services,
buildings, shop concepts)
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
Create and proof economic benefits (new business, new
competitive assets)
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
Revise policies to support emerging practices (regulation,
R&D funds)
Form new stakeholder groups (start-ups, professionals)
Create new sources of motivation (employee engagement, shared
value)
Meadows, Donella: ”Leverage Points – Places to intervene in a system”,
The Sustainability institute, 1999.
78. What were the leverage points Peloton
process reacher for?
How did the gatekeepers change the
system?
Create new enabling infrastructure, alter old (services,
buildings, shop concepts)
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
Create and proof economic benefits (new business, new
competitive assets)
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
Revise policies to support emerging practices (regulation,
R&D funds)
Form new stakeholder groups (start-ups, professionals)
Create new sources of motivation (employee engagement, shared
value)
Meadows, Donella: ”Leverage Points – Places to intervene in a system”,
The Sustainability institute, 1999.
79. What were the leverage points Peloton
process reacher for?
How did the gatekeepers change the
system?
Create new enabling infrastructure, alter old (services,
buildings, shop concepts)
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
Create and proof economic benefits (new business, new
competitive assets)
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
Revise policies to support emerging practices (regulation,
R&D funds)
Form new stakeholder groups (start-ups, professionals)
Create new sources of motivation (employee engagement, shared
value)
Meadows, Donella: ”Leverage Points – Places to intervene in a system”,
The Sustainability institute, 1999.
80. What were the leverage points Peloton
process reacher for?
How did the gatekeepers change the
system?
Create new enabling infrastructure, alter old (services,
buildings, shop concepts)
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
Create and proof economic benefits (new business, new
competitive assets)
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
Revise policies to support emerging practices (regulation,
R&D funds)
Form new stakeholder groups (start-ups, professionals)
Create new sources of motivation (employee engagement, shared
value)
Meadows, Donella: ”Leverage Points – Places to intervene in a system”,
The Sustainability institute, 1999.
81. What were the leverage points Peloton
process reacher for?
How did the gatekeepers change the
system?
Create new enabling infrastructure, alter old (services,
buildings, shop concepts)
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
Create and proof economic benefits (new business, new
competitive assets)
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
Revise policies to support emerging practices (regulation,
R&D funds)
Form new stakeholder groups (start-ups, professionals)
Create new sources of motivation (employee engagement, shared
value)
Meadows, Donella: ”Leverage Points – Places to intervene in a system”,
The Sustainability institute, 1999.
82. What were the leverage points Peloton
process reacher for?
How did the gatekeepers change the
system?
Create new enabling infrastructure, alter old (services,
buildings, shop concepts)
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
Create and proof economic benefits (new business, new
competitive assets)
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
Revise policies to support emerging practices (regulation,
R&D funds)
Form new stakeholder groups (start-ups, professionals)
Create new sources of motivation (employee engagement, shared
value)
Meadows, Donella: ”Leverage Points – Places to intervene in a system”,
The Sustainability institute, 1999.
83. What were the leverage points Peloton
process reacher for?
How did the gatekeepers change the
system?
Create new enabling infrastructure, alter old (services,
buildings, shop concepts)
Link wicked problems with everyday practices (show how
megatrends and policies evolve)
Create and proof economic benefits (new business, new
competitive assets)
Improve feed-back channels, make it ”at the point of
delivery” (service concept)
Revise policies to support emerging practices (regulation,
R&D funds)
Form new stakeholder groups (start-ups, professionals)
Create new sources of motivation (employee engagement, shared
value)
Meadows, Donella: ”Leverage Points – Places to intervene in a system”,
The Sustainability institute, 1999.
84.
85. Example of a design system
tackling wicked problems:
86. Example of a design system
tackling wicked problems:
HOAS Lab
87. Example: HOAS Lab
System: Stu
den
Stu tu Stu
den nio den
tu ns tu
Stu nio nio
den ns ns
t un
io ns Mu
Em Building stock (ho nic
plo u sin
g& ipa
yee p lan liti
s Mu
nin
gp es
Sub
-co
Dwellers (ho nic
oli
cie
s)
ntr
u sin
g& ipa
act
p lan liti
ors Oth Un
nin
gp
oli
es
er ive cie
s)
Mu sim rsi
n ila tie
(ho
usi icip rc s
ng&
pla ali om
nn
ing tie pan
pol
icie
s ies
s)
Challenges
Eroding value
Outdated practices of co-housing
Imperative for energy smart housing
Weak customer relationship
88. Kuva: Janne Salovaara
HOAS lab develops
dweller-/user-led concepts
for co-housing and
responsibility
92. Kuva: Janne Salovaara
Hoas renewing is not solely a student
issue.
In the future current dwellers turn
into tenants, property owners and
people who comission construction
work. On average they are more
international, better educated and
more apt for experimenting than
average dwellers.
Therefore, HOAS is expected to be a
forerunner.
Kuva: Janne Salovaara
93. Gatekeepers and leverage points identified in HOAS lab project
Teksti
Property owner
House manager
Neighbours
94. Gatekeepers and leverage points identified in HOAS lab project
Teksti
Property owner
House manager
Neighbours
95. Gatekeepers and leverage points identified in HOAS lab project
Teksti
g
fittin plots
ertro ning
R e
Gard
Property owner
House manager
Neighbours
96. Gatekeepers and leverage points identified in HOAS lab project
Teksti
g
fittin plots
ertro ning
R e
Gard
Property owner
House manager
Neighbours
97. Gatekeepers and leverage points identified in HOAS lab project
Teksti
g
fittin plots
ertro ning
R e
Gard
Property owner
House manager
n se of
ved se
mpro unity
I m
com
Neighbours
98. Gatekeepers and leverage points identified in HOAS lab project
Teksti
g
fittin plots
ertro ning
R e
Gard
Property owner
House manager
n se of
ved se
mpro unity
I m
com
Neighbours
99. Gatekeepers and leverage points identified in HOAS lab project
Teksti
g
fittin plots
ertro ning
R e
Gard
Property owner
House manager
n se of
ved se
mpro unity
I m
com ring
Mete back
Feed Neighbours
100. Gatekeepers and leverage points identified in HOAS lab project
Teksti
g
fittin plots
ertro ning
R e
Gard
Property owner
House manager
n se of
ved se
mpro unity
I m
com ring
Mete back
Feed Neighbours
101. Gatekeepers and leverage points identified in HOAS lab project
Teksti
g
fittin plots
ertro ning
R e
Gard
Property owner
House manager
n se of
ved se
mpro unity
I m
com ring
Mete back
Feed nsation
e l Neighbours
compenergy bil
Rent rate
Sepa
102. Gatekeepers and leverage points identified in HOAS lab project
Teksti
g
fittin plots
ertro ning
R e
Gard
Property owner
House manager
n se of
ved se
mpro unity
I m
com ring
Mete back
Feed nsation
e l Neighbours
compenergy bil
Rent rate
Sepa
103. Gatekeepers and leverage points identified in HOAS lab project
Teksti
g
fittin plots
ertro ning
R e
Gard
Property owner
House manager
n se of
ved se
mpro unity
I m
com ring
Mete back
Feed nsation
e l Neighbours
compenergy bil
Rent rate emes
Sepa pping sch
Swa
104. Gatekeepers and leverage points identified in HOAS lab project
Teksti
g
fittin plots
ertro ning
R e
Gard
Property owner
House manager
n se of
ved se
mpro unity
I m
com ring
Mete back
Feed nsation
e l Neighbours
compenergy bil
Rent rate emes
Sepa pping sch
Swa
105. Gatekeepers and leverage points identified in HOAS lab project
Teksti
g
fittin plots
ertro ning
R e
Gard
Property owner
House manager
n se of
ved se
mpro unity
I m
com ring
Mete back
Feed nsation
e l Neighbours
compenergy bil
Rent rate emes
Sepa pping sch
Swa s
statu
Imp roved
106. Gatekeepers and leverage points identified in HOAS lab project
Teksti
g
fittin plots
ertro ning
R e
Gard
Property owner
House manager
n se of
ved se
mpro unity
I m
com ring
Mete back
Feed nsation
e l Neighbours
compenergy bil
Rent rate emes
Sepa pping sch
Swa s
statu
Imp roved
107. Gatekeepers and leverage points identified in HOAS lab project
Teksti
g
fittin plots
ertro ning
R e
Gard
Property owner
House manager
n se of
ved se
mpro unity
I m
com ring
Mete back
Feed nsation
e l Neighbours
compenergy bil
Rent rate emes
Sepa pping sch
Swa s
statu
Imp roved
ru nner
Fore cator
Edu
108. Task 2:
Think of your assignment again.
Through what types of leverage
points do the gatekeepers
operate?
Who/what shape their
practices?
(What kind of levers are we able to identify?)