1. Locate your Inner Asset Yellow Belt Ninja - Quest for the Strategic Guru

2. Purpose: Setting the Stage for Action What is the context of our social change? What are some steps we can take to map out our system of change? How can we be strategic in our approach and optimize our use resources and assets with intent?

3. How to go through the next few modules: Take time to go through each question and apply them at your chapter in a rigorous way o Could be done in a team environment with your GE team or done individually, and then compared to get more perspectives Spend around 5-10 minutes per question building comprehensive answers, but know your answers will be incomplete o Allow yourself time to go back and add to certain areas, and see where that takes your thinking. o We are creating a huge map. Maps are difficult to read in words. Use pictures and diagrams! o Hold onto these to add to them later or to check assumptions.

4. Thinking Bigger 1.Identify all relevant stakeholders 2.Identify assets 3.Determine which stakeholders interact with whom 4.Draw it out visually to better see the links 5.Identify goals and objectives of a program 6.Determine the baseline 7.Determine ways to check if you are getting there

5. Identify all stakeholders Who do you work with? o Who do you have access to? o Who could you have access to? Who is important to bring into the conversation? Who are you? o Who is on your team? o Who could be on your team? Who are you trying to influence? Who is the primary beneficiary?

6. You are an asset! What skills and attitudes do you have that make you special? MBTI Test Johari Window What relationships exist that are beneficial to the work that you can do Who/what do you have access to that could add or challenge you to be better Which relationships can you leverage for greater impact?

7. Systems Mapping: Examples of systems maps Water systems Digestive system Organizational systems The beauty in systems mapping is that the sum of different elements and components create something that lives. If something in that system were to change, the entire system changes.

8. Creating Links Between Stakeholders How interacts with who, and where does the power in the relationship come from? o You can even label the power relationships What structures exist that shape the scope of influence of certain stakeholders? o Draw boxes to show limitations of influence if no direct interaction exists but influence can occur How strong are the connections between the stakeholders that interact? o Are those interactions positive or negative, effective or ineffective? (You can be creative in representing these)

9. Identify Goals and Objectives Look at the system map that you have created Look at what the goals in the past have been o Not achieving a goal in the past does not mean failure, it could mean the goal was/is bigger than one year/term or assumptions were not valid (an asset) Look at your motivations for the role, and what you hope to accomplish Examine the expectations for your position What do you need to happen for your goals to become possible? Where do they align?

10. Stakeholder Interaction 1.How do you interact with the different stakeholders? a. How can you do so in the future? 2.How do they currently interact with each other in terms of your goals? a. How can they do so in the future? 3.What is the strength and nature of those linkages in relation to your goals? a. How do power dynamics play a part in those relationship 4.What structures are in place that you should recognize, assumptions?

11. Your Path Forward You can use your system's map in the following ways: Use it to educate and inform your plan Measure your progress based off of the strength of certain relationships Use your systems map to explore new possibilities or opportunities

12. What's Next? 1.Share your system's map with the distributed team 2.Utilize the relationship tracking tool found here 3.Strengthen your Global Engineering plan to encompass your vision and systemic thinking 4.Amplify your strategy to leverage your assets