In the know: 1. Guidebook for Deliberative Engagement | 2. Surfacing Worldviews of Change
In the know is a regular roundup of knowledge management (KM) topics of discussion and the articles, events, videos, and podcasts that are grabbing the attention of KM experts across our community.
1. Guidebook for Deliberative Engagement: Key Features and Practical Insights
Deliberative engagement refers to a range of methods designed to foster inclusive, informed and reflective conversation with and among citizens and/or stakeholders, aimed at finding common ground.
This makes deliberative engagement an important knowledge management (KM) method for organizations that are needing to engage community and/or stakeholder knowledge1, and in KM for sustainable development (KM4SD)2 where decisions often need to be made in the face of complexity3.
The new Guidebook for Deliberative Engagement: Key Features and Practical Insights4 is a comprehensive resource for designing, implementing, and evaluating deliberative engagement. It has been developed in the context of assisting government agencies in Australia, but has wider application. A shortcoming to consider though is that a limited range of deliberative engagement methods is presented in Chapter 4. To explore incorporating a wider range of methods, the Guidebook for Deliberative Engagement can be used in conjunction with other key resources such as the i2Insights blog.
With thanks to The University of Canberra.
2. Surfacing Worldviews of Change: Making Visible the Hidden Foundations of How We Approach & Fund Change
A recurring pattern is being noticed in change-making spaces. In rooms filled with passion and urgency, a familiar pattern unfolds. We gather to tackle society’s most pressing challenges, armed with whiteboards and grant proposals, ready for action. The conversation quickly turns to methods.
But in our rush to do, we risk skipping a crucial, deeper conversation. We act as if we all agree on the fundamentals of how change happens, what drives it, and what it looks like. But… actually, we don’t.
The Good Shift proposes a different starting point, arguing that before we can choose the right tool, we must first surface the invisible ‘worldviews of change‘ that shape our thinking. These are the cognitive maps we all carry – our deeply ingrained beliefs about what is possible, what matters, and which strategies feel right.
In an attempt to share what they’re learning (still very much in progress) about the ‘worldviews of change’ that shape how we all think about transformation, The Good Shift has put together the new booklet Surfacing Worldviews of Change: Making Visible the Hidden Foundations of How We Approach & Fund Change5 and associated card set. The Good Shift advises that it’s not a definitive answer. It’s more like opening up a conversation they think needs to happen before we can choose the right tools.
The booklet builds on and extends work that The Good Shift is undertaking, funded by the Minderoo Foundation, exploring what it takes to support and fund civic and community participation.
With thanks to Dr Ingrid Burkett, Co-Director, The Good Shift.
References:
- Boyes, B. (2023, November 28). Case studies in complexity (part 6): Tacit knowledge transfer and deliberative conversations in the Helidon Hills. RealKM Magazine. ↩
- Boyes, B. (2024, December 21). Why a multiple knowledges approach is essential to the success of the UN Pact for the Future and Sustainable Development Goals (SDGs). RealKM Magazine. ↩
- Jones, H. (2011). Taking responsibility for complexity: How implementation can achieve results in the face of complex problems. Overseas Development Institute (ODI) Working Paper 330. London: ODI. ↩
- Ercan, S. A., McSwiney, J., Parry,L., Curato, N., Asenbaum, H., Webb, A., Savini, E., and McCaul, J. (2025). Guidebook for Deliberative Engagement: Key Features and Practical Insights. Australian Government. ↩
- Burkett, I. (2025). Surfacing Worldviews of Change: Making Visible the Hidden Foundations of How We Approach and Fund Change. The Good Shift. ↩
