Tools & Resources

This resource describes the difference between leaders who need to be the centre of attention and leaders who create the conditions for collaborative outcomes.

This resource introduces design research as an approach and set of methods that are particularly well suited to understanding the reality of people’s lives, what they want for the future and how the current situations help and hinder them.

This resource describes different approaches to leadership and identifies those best suited to collaborative community impact and systems change.

This resource uses two case studies to identify the leadership roles, cultural norms and system-level checks that support organisations to be self-managing and nimble.

This resource explains how prototyping can help you bridge the evidence gap by creating context specific evidence through experimentation. 

This resource explores what the spread of social innovations looks like in contexts that go beyond organisational growth, such as replication and dissemination. 

This resource describes the core capabilities of system leaders and describes the means by which they may be acquired.

This resource is a video that explains pivoting as changing strategy, not changing your vision, much like changing your route if you encounter an obstacle while driving.

This resource describes six conditions of systems change: policies; practices; resource flows; relationships and connections; power dynamics; and mental models.

This resource helps individuals think systemically about social change, explore what is happening below the surface on issues they care about, and determine how they and their organizations can pursue large-scale change in a disciplined and holistic manner.

Deep Collaboration is a way of working that was created by First Nations and other Multicultural Australians to find new ways to work and lead together. In this video, Deep Collaboration Lead, Mark Yettica-Paulson and CFI’s Jane Martin discuss why a new approach to working together is needed.