When embarking on the adventure of social action, we face challenges that at first glance may seem insurmountable. But with the right preparation and an understanding of the basics, we can not only increase the effectiveness of our actions, but also ensure their lasting and positive impact on the environment. In this guide, we outline key aspects that will help both novice and experienced changemakers to effectively initiate and lead community projects.
I. Start with a needs analysis
At this stage, your task will be to think about why you want to take the action, whether it is really needed, and to what extent. It is important to lean into this with regard to:
the problems faced by the people for whose benefit you want to carry out the action,
the needs you or your team/organization have.
Internal needs analysis
Why do we do it?
At the very beginning, ask yourself "Why?" Think about what makes you think taking this action is necessary. Argue to yourself that it is worth taking this initiative.
What will it give us?
Once you know why you want to do this, it's a good idea to brainstorm and determine what the implementation of this activity will give you. At first, focus only on your team. The following areas are worth considering:
Competence of individuals in the team,
The competence of the entire team,
Your image,
Your contacts,
Your resources (financial, human, physical),
The relevance of the action to your organization's strategy (if you have one)
External needs analysis
If you already know what benefits the implementation of a given activity will bring to your team and have determined why you want to do it at all - it is time to conduct an analysis. Your task will be to make a diagnosis, i.e. to investigate what problems are faced by the community that is expected to benefit from your activities.
Outlining the social context (meta problem)
At the outset, it's a good idea to define the broader context into which your activity will fit. You should think about the meta-problem you are solving. Decide what big - global or national - challenge fits into what you want to do. Will it be a problem of environmental disaster, misinformation, addiction, violence, social polarization, or something else? Look for answers among the UN Sustainable Development Goals, for example.
Selection of target groups
You already know what big problem your action fits into. Now you should be as specific as possible about who you want to target. Think about which group is closest to you, who will take part in the action and who will benefit from it. Construct the characteristics of this group (or groups). Consider the age range of these people, where they come from, what gender they are, what they do for a living, what interests they have, and what attitudes or values they hold with regard to a particular meta-problem.
Identify the problems of the target groups we want to respond to (in relation to the context)
A mega-important step lies ahead of you. In fact, this is the moment that will determine the effectiveness and efficiency of your action. At this stage you need to do a little diagnostic research and find out what specific problems the groups you want to reach are facing. Remember to focus only on those problems and needs that fit into the meta-problem. Keep in mind that your beliefs or observations are not always sufficient and do not always show the real picture. Use statistics, reports or direct conversations and interviews with potential recipients and audiences of your action to analyze the problem. After gathering information, make an analysis and draw conclusions. Determine which specific problems you want to respond to. E.g. low involvement of young people in the life of district X, high susceptibility to media manipulation among people aged 65+, low percentage of people segregating garbage in city X, etc.
II. Definition of objectives
You already know exactly the problems of your target groups and know which ones you want to answer. You know the current state of affairs. Now it's time to think about what you want to do to change this situation. At this stage you will determine the specific goals you want to achieve with your action.
Describing the change we want to achieve
The first step is to build yourself a general vision for the change you want to achieve in relation to the diagnosed problem. At this stage you can indulge in a bit of fantasy and daydreaming, since the vision will not yet be identical to the goals for action. Since you know how things are, think about how you want them to be. Describe the target state you would like your target audience to be in. For example: Problem: High susceptibility to media manipulation among people 65+ in our city. Change we are aiming for: Seniors in our city recognize various manipulation techniques, verify the content that reaches them and do not reproduce false information.
Choosing the way to implement the change
The next step is to pass our vision through the sieve that is our capabilities and resources.
What we can do (dreams vs possibilities) (inventory)
Prepare a map of your resources. Determine what time capabilities, competencies, contacts, financial and human resources you are able to use in leading the activity.
Analysis of opportunities and selection of an appropriate path
The next important element is to choose the right path to achieve the vision you have built. Discuss as a team what you can do to get closer to the target state.
EXAMPLE
PROBLEM
High susceptibility to media manipulation among people 65+ in our city.
The change we seek
Seniors in our city recognize various manipulation techniques, verify the content that reaches them and do not duplicate false information.
Pathways to achieving the vision:
Teaching seniors to recognize manipulation, Showing seniors how they can verify information on their own, Providing fact checking counseling for seniors.
As you can see, each of these paths in some way brings you closer to achieving your goal state. Now consider which one or two you will choose, knowing what resources you have.
What will be our success (at what stage of the path we will stop) - measurable goals
You have selected the right paths. The next step will be to determine to what point you are able to reach with them. Once again, analyze your resources and see how much you are realistically able to achieve.
EXAMPLE
PROBLEM
High susceptibility to media manipulation among people 65+ in our city.
The change we seek
Seniors in our city recognize various manipulation techniques, verify the content that reaches them and do not duplicate false information.
SELECTED PATHS
Teaching seniors to recognize manipulation in the media.
Satisfactory stage of overcoming paths
5% of Seniors and Senior Citizens in City X can recognize manipulation in the media, 5% of Seniors and Senior Citizens in City X can independently verify information that reaches them from the media.
Selection, concretization and structuring of objectives
You have chosen paths and determined what outcome of action you will be satisfied with. The final step will be to structure what you have and turn it into measurable goals that you want to achieve. Remember that goals should be SMART.
EXAMPLE
Satisfactory stage of overcoming paths
5% of Seniors and Senior Citizens in City X can recognize manipulation in the media, 5% of Seniors and Senior Citizens in City X can independently verify information that reaches them from the media.
GOAL
In two months, 5% of seniors in City X will be trained to recognize manipulation, learn to recognize manipulation techniques, and learn how to verify information.
III. Definition of activities
You already have a goal you are working toward! Now it's time to operationalize it, that is, describe how specifically you want to achieve it.
Generate the maximum number of activities that can be carried out
At this stage, try to work out together as many viable actions you can take to achieve the goal. At this point there are no wrong answers, activate the deepest layers of your creativity and generate a list of possible actions. E.g. a fact-checking workshop, starting a partnership with the city hall, a social campaign, etc.
Suitability assessment and selection
The next step is to analyze your ideas, juxtapose them with your resources and the goals you want to achieve, and choose the ones that will be most effective, that is, have the best translation of the commitment of your resources into the achievement of results.
Description of the activities and determination of the order in which the activities are to be performed (Step-by-step breakdown)
Once you have chosen the actions you need to take, you should:
detail each of them, that is, describe what exactly it will consist of, where it will take place, whom it will involve and what the initial course will be,
give them a chronological sequence - arrange them in time in such a way that they maintain a logical consistency, e.g. Establishing cooperation with the City Hall → Promotional campaign → Workshops for seniors
ON THIS PAGE
I. Start with a needs analysis
Internal needs analysis
External needs analysis
II. Definition of objectives
Describing the change
Choosing the path
Task grouping
III. Definition of activities
Generate the maximum number of activities that can be carried out
Suitability assessment and selection
Description of the activities and determination of the order in which the activities are to be performed (Step-by-step breakdown)
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