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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.
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Wicked problems and their leverage pointsDesign Systems SPRING 2012, Chalmers Architecture
Aleksi NeuvonenDemos [email protected]
Structure of the day: 1.Peloton gatekeepers - example of a systemic
intervention2.Design systems & wicked problems3.Design systems & leverage points
Peloton nudges the Finnish economy towards energy efficiency
Peloton is an initiative of Demos Helsinki with the support of Finnish Innovation Fund Sitra.
task: design a campaign To reduce citizens' energy consumption
Sitra’s energy program: Built environment + citizens = systemic change
Sitra’s energy program: Built environment + citizens = systemic change
Sitra’s energy program: Built environment + citizens = systemic change
Sitra’s energy program: Built environment + citizens = systemic change
Portin
vartijat– ELI KUINKA TEHDÄ ENERGIANSÄÄSTÖSTÄ MAHDOLLISTA
‹#›
Mistä suomalaisen hiilijalanjälki koostuu?
Source: Envimat www.ympäristö.fi/syke/envimat
Asuminen
Liikkuminen
Ruoka
Kuluttaminen
Vapaa-aika
Matkustaminen
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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.
what influences behavior?(What are the leverage points?)
Legislation
Subsidies
RegulationOffering
Peer Action Education
Marketing
Media CoverageSocial norms
Convenience
Price
Perceived Convenience
PerceivedPrice
Chance
Opportunity toTest
Nudge
Reduce Complexity
Role modelaction
Feed-back
what influences behavior?(What are the leverage points?)
Legislation
Subsidies
RegulationOffering
Peer Action Education
Marketing
Media CoverageSocial norms
Convenience
Price
Perceived Convenience
PerceivedPrice
Chance
Opportunity toTest
Nudge
Reduce Complexity
Role modelaction
Feed-back
what influences behavior?(What are the leverage points?)
Legislation
Subsidies
RegulationOffering
Peer Action Education
Marketing
Media CoverageSocial norms
Convenience
Price
Perceived Convenience
PerceivedPrice
Chance
Opportunity toTest
Nudge
Reduce Complexity
Role modelaction
Feed-back Yes, but seems to take time to get there,
how do we speed-up the process?
what influences behavior?(What are the leverage points?)
Legislation
Subsidies
RegulationOffering
Peer Action Education
Marketing
Media CoverageSocial norms
Convenience
Price
Perceived Convenience
PerceivedPrice
Chance
Opportunity toTest
Nudge
Reduce Complexity
Role modelaction
Feed-back
what influences behavior?(What are the leverage points?)
Legislation
Subsidies
RegulationOffering
Peer Action Education
Marketing
Media CoverageSocial norms
Convenience
Price
Perceived Convenience
PerceivedPrice
Chance
Opportunity toTest
Nudge
Reduce Complexity
Role modelaction
Feed-back
what influences behavior?(What are the leverage points?)
Legislation
Subsidies
RegulationOffering
Peer Action Education
Marketing
Media CoverageSocial norms
Convenience
Price
Perceived Convenience
PerceivedPrice
Chance
Opportunity toTest
Nudge
Reduce Complexity
Role modelaction
Feed-back
what influences behavior?(What are the leverage points?)
Legislation
Subsidies
RegulationOffering
Peer Action Education
Marketing
Media CoverageSocial norms
Convenience
Price
Perceived Convenience
PerceivedPrice
Chance
Opportunity toTest
Nudge
Reduce Complexity
Role modelaction
Feed-back
Yes, but people seem to know,
how could we improve the timing of delivery?
what influences behavior?(What are the leverage points?)
Legislation
Subsidies
RegulationOffering
Peer Action Education
Marketing
Media CoverageSocial norms
Convenience
Price
Perceived Convenience
PerceivedPrice
Chance
Opportunity toTest
Nudge
Reduce Complexity
Role modelaction
Feed-back
what influences behavior?(What are the leverage points?)
Legislation
Subsidies
RegulationOffering
Peer Action Education
Marketing
Media CoverageSocial norms
Convenience
Price
Perceived Convenience
PerceivedPrice
Chance
Opportunity toTest
Nudge
Reduce Complexity
Role modelaction
Feed-back
what influences behavior?(What are the leverage points?)
Legislation
Subsidies
RegulationOffering
Peer Action Education
Marketing
Media CoverageSocial norms
Convenience
Price
Perceived Convenience
PerceivedPrice
Chance
Opportunity toTest
Nudge
Reduce Complexity
Role modelaction
Feed-back
what influences behavior?(What are the leverage points?)
Legislation
Subsidies
RegulationOffering
Peer Action Education
Marketing
Media CoverageSocial norms
Convenience
Price
Perceived Convenience
PerceivedPrice
Chance
Opportunity toTest
Nudge
Reduce Complexity
Role modelaction
Feed-back
Yes, but 1 or 2 heroes don’t save the day,
how to generate relevance?
what influences behavior?(What are the leverage points?)
Legislation
Subsidies
RegulationOffering
Peer Action Education
Marketing
Media CoverageSocial norms
Convenience
Price
Perceived Convenience
PerceivedPrice
Chance
Opportunity toTest
Nudge
Reduce Complexity
Role modelaction
Feed-back
what influences behavior?(What are the leverage points?)
Legislation
Subsidies
RegulationOffering
Peer Action Education
Marketing
Media CoverageSocial norms
Convenience
Price
Perceived Convenience
PerceivedPrice
Chance
Opportunity toTest
Nudge
Reduce Complexity
Role modelaction
Feed-back
what influences behavior?(What are the leverage points?)
Legislation
Subsidies
RegulationOffering
Peer Action Education
Marketing
Media CoverageSocial norms
Convenience
Price
Perceived Convenience
PerceivedPrice
Chance
Opportunity toTest
Nudge
Reduce Complexity
Role modelaction
Feed-back
what influences behavior?(What are the leverage points?)
Legislation
Subsidies
RegulationOffering
Peer Action Education
Marketing
Media CoverageSocial norms
Convenience
Price
Perceived Convenience
PerceivedPrice
Chance
Opportunity toTest
Nudge
Reduce Complexity
Role modelaction
Feed-backWhen, by whom?
conclusion:understand and influence the choice environment consumers/citizens make their decisions in.
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)
New Behavior
Better Choice Environment
New Legislation
More and BetterProducts and Services
Cooperation withPioneers
Testing Productsand Services
Peer Production
Gatekeepers
gatekeepers change the choice environment
Portin
vartijat– ELI KUINKA TEHDÄ ENERGIANSÄÄSTÖSTÄ MAHDOLLISTA
‹#›
Mistä suomalaisen hiilijalanjälki koostuu?
Source: Envimat www.ympäristö.fi/syke/envimat
Asuminen
Liikkuminen
Ruoka
Kuluttaminen
Vapaa-aika
Matkustaminen
!"#$%&'()%$"(%*#+,'-%.''$/+0-$%'.%#%10--%*'-)0)$%'.2
%%%3'4)0-5
%%%6+#-)/'+$
%%%1''&
7'-)48/9'-
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[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 e!ort of Demos Helsinki and Sitra to boost new, greener
economy.
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.
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.
peloton gatekeepers 2009–2012
HR ProfessionalsGrocery storesTransport professionalsCommunications agenciesRegional decision-makersBuilding managersDomestic travel providersFood journalists
Home economics teachersLunch restaurant professionalsOffice canteen workersHardware store professionalsParents of small childrenLifestyle media editorsWomen´s magazine editors
some results from peloton
Startup and designer enthusiasm and new companies(Peloton Innovation Camp)
New services(Rautakesko´s Energy Master service)
Excitingexperiences(Nopsa Travels,Olivia Magazine)
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
Teksti
Teksti
Teksti
New Behavior
Better Choice Environment
New Legislation
More and BetterProducts and Services
Cooperation withPioneers
Testing Productsand Services
Peer Production
Gatekeepers
gatekeepers change the choice environment
PRAGMATIST APPROACH TO THE FUTURE
ClimateChallenge
Low-CarbonSociety
emission limits, price for carbon, subsidies,...
participation, social innovations, lifestyle changes,...
PRAGMATIST APPROACH TO THE FUTURE
ClimateChallenge
Low-CarbonSociety
emission limits, price for carbon, subsidies,...
participation, social innovations, lifestyle changes,...
acceptance for new regulation
PRAGMATIST APPROACH TO THE FUTURE
ClimateChallenge
Low-CarbonSociety
emission limits, price for carbon, subsidies,...
participation, social innovations, lifestyle changes,...
acceptance for new regulation
(INTER)NATIONAL
POLITICS
PRAGMATIST APPROACH TO THE FUTURE
ClimateChallenge
Low-CarbonSociety
emission limits, price for carbon, subsidies,...
participation, social innovations, lifestyle changes,...
acceptance for new regulation
(INTER)NATIONAL
POLITICS
CITIES, PEER GROUPS, COMPANIES
Task 1:
Task 1: Think of your assignment.
Task 1: Think of your assignment.
What are the behavior patterns we need to influence?
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?
"There is no spoon"
The spoon can be seen through different systems.
The work of a designer is to conjoin different systems.
[Spoon as a metaphor for a result of a design process]
TECHNOLOGICAL SYSTEMS
NATURAL SYSTEMS
SOCIAL SYSTEMS
manufacturing washing
metal refining cooking
eating habitscomercework
legistlation
mineral deposits
mineral reserves
energy resources
waste repository
beliefs
TECHNOLOGICAL SYSTEMS
NATURAL SYSTEMS
SOCIAL SYSTEMS
manufacturing washing
metal refining cooking
eating habitscomercework
legistlation
mineral deposits
mineral reserves
energy resources
waste repository
COGNITIVE SYSTEMS
beliefs
TECHNOLOGICAL SYSTEMS
NATURAL SYSTEMS
SOCIAL SYSTEMS
manufacturing washing
metal refining cooking
eating habitscomercework
legistlation
mineral deposits
mineral reserves
energy resources
waste repository
COGNITIVE SYSTEMS
beliefs
beliefs desiresthreats
dissonancelikingdisliking
TECHNOLOGICAL SYSTEMS
NATURAL SYSTEMS
SOCIAL SYSTEMS
manufacturing washing
metal refining cooking
eating habitscomercework
legistlation
mineral deposits
mineral reserves
energy resources
waste repository
COGNITIVE SYSTEMS
beliefs
beliefs desiresthreats
dissonancelikingdisliking
Anticipation
TECHNOLOGICAL SYSTEMS
NATURAL SYSTEMS
SOCIAL SYSTEMS
manufacturing washing
metal refining cooking
eating habitscomercework
legistlation
mineral deposits
mineral reserves
energy resources
waste repository
COGNITIVE SYSTEMS
beliefs
beliefs desiresthreats
dissonancelikingdisliking
AnticipationFuture horizons
Changes in technology, culture, environment, economy, politics
increase complexity
Changes in technology, culture, environment, economy, politics
increase complexity
Solutions
Changes in technology, culture, environment, economy, politics
increase complexity
Solutions Problems
Changes in technology, culture, environment, economy, politics
increase complexity
Solutions Problems
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?
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?
Child Obesity
Child Obesity
Enough food
More wealth
Better food
More temptations
More hamburgers
More coke
More computer games
Vending machines at shools
Less regulation
More cars, less walking
Stronger industry lobby
Free upbringing
Child Obesity
Enough food
More wealth
Better food
More temptations
More hamburgers
More coke
More computer games
Vending machines at shools
Less regulation
More cars, less walking
Stronger industry lobby
Free upbringing
Wicked Problems are problems of our era1.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.
Wicked Problems are problems of our era1.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.
Requires an endless
flow of innovations,
actions, attempts,
i.e. systemic change
and large-scale
behaviour change.
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.
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)
What were the leverage points Peloton process reacher for?
How did the gatekeepers change the system?
Meadows, Donella: ”Leverage Points – Places to intervene in a system”, The Sustainability institute, 1999.
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)
What were the leverage points Peloton process reacher for?
How did the gatekeepers change the system?
Meadows, Donella: ”Leverage Points – Places to intervene in a system”, The Sustainability institute, 1999.
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)
What were the leverage points Peloton process reacher for?
How did the gatekeepers change the system?
Meadows, Donella: ”Leverage Points – Places to intervene in a system”, The Sustainability institute, 1999.
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)
What were the leverage points Peloton process reacher for?
How did the gatekeepers change the system?
Meadows, Donella: ”Leverage Points – Places to intervene in a system”, The Sustainability institute, 1999.
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)
What were the leverage points Peloton process reacher for?
How did the gatekeepers change the system?
Meadows, Donella: ”Leverage Points – Places to intervene in a system”, The Sustainability institute, 1999.
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)
What were the leverage points Peloton process reacher for?
How did the gatekeepers change the system?
Meadows, Donella: ”Leverage Points – Places to intervene in a system”, The Sustainability institute, 1999.
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)
What were the leverage points Peloton process reacher for?
How did the gatekeepers change the system?
Meadows, Donella: ”Leverage Points – Places to intervene in a system”, The Sustainability institute, 1999.
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)
What were the leverage points Peloton process reacher for?
How did the gatekeepers change the system?
Meadows, Donella: ”Leverage Points – Places to intervene in a system”, The Sustainability institute, 1999.
Example of a design system tackling wicked problems:
Example of a design system tackling wicked problems:
HOAS Lab
Example: HOAS LabSystem:
Student unions
Student unions
Student unionsStudent unions Building stock
Dwellers
Municipalities
(housing&planning policies)Municipalities
(housing&planning policies)
Employees
Municipalities
(housing&planning policies)
Sub-contractors Other similar companies
Universities
ChallengesEroding valueOutdated practices of co-housingImperative for energy smart housingWeak customer relationship
HOAS lab develops dweller-/user-led concepts
for co-housing and responsibility
Kuva: Janne Salovaara
Turning smart behavior patterns convenient
Kuva: Janne Salovaara
Empovering skilled and active student dwellers
Convenient forms of co-housing
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
Kuva: Janne Salovaara
Property owner
Neighbours
House manager
TekstiGatekeepers and leverage points identified in HOAS lab project
Property owner
Neighbours
House manager
TekstiGatekeepers and leverage points identified in HOAS lab project
Property owner
Neighbours
House manager
Rertrofitting
Gardening plots
TekstiGatekeepers and leverage points identified in HOAS lab project
Property owner
Neighbours
House manager
Rertrofitting
Gardening plots
TekstiGatekeepers and leverage points identified in HOAS lab project
Property owner
Neighbours
House manager
Rertrofitting
Gardening plots
Improved sense of
community
TekstiGatekeepers and leverage points identified in HOAS lab project
Property owner
Neighbours
House manager
Rertrofitting
Gardening plots
Improved sense of
community
TekstiGatekeepers and leverage points identified in HOAS lab project
Property owner
Neighbours
House manager
Rertrofitting
Gardening plots
Improved sense of
community
Metering
Feedback
TekstiGatekeepers and leverage points identified in HOAS lab project
Property owner
Neighbours
House manager
Rertrofitting
Gardening plots
Improved sense of
community
Metering
Feedback
TekstiGatekeepers and leverage points identified in HOAS lab project
Property owner
Neighbours
House manager
Rertrofitting
Gardening plots
Improved sense of
community
Metering
Feedback
Rent compensation
Separate energy bill
TekstiGatekeepers and leverage points identified in HOAS lab project
Property owner
Neighbours
House manager
Rertrofitting
Gardening plots
Improved sense of
community
Metering
Feedback
Rent compensation
Separate energy bill
TekstiGatekeepers and leverage points identified in HOAS lab project
Property owner
Neighbours
House manager
Rertrofitting
Gardening plots
Improved sense of
community
Metering
Feedback
Rent compensation
Separate energy bill
Swapping schemes
TekstiGatekeepers and leverage points identified in HOAS lab project
Property owner
Neighbours
House manager
Rertrofitting
Gardening plots
Improved sense of
community
Metering
Feedback
Rent compensation
Separate energy bill
Swapping schemes
TekstiGatekeepers and leverage points identified in HOAS lab project
Property owner
Neighbours
House manager
Rertrofitting
Gardening plots
Improved sense of
community
Metering
Feedback
Rent compensation
Separate energy bill
Swapping schemes
Improved status
TekstiGatekeepers and leverage points identified in HOAS lab project
Property owner
Neighbours
House manager
Rertrofitting
Gardening plots
Improved sense of
community
Metering
Feedback
Rent compensation
Separate energy bill
Swapping schemes
Improved status
TekstiGatekeepers and leverage points identified in HOAS lab project
Property owner
Neighbours
House manager
Rertrofitting
Gardening plots
Improved sense of
community
Metering
Feedback
Rent compensation
Separate energy bill
Swapping schemes
Forerunner
Educator
Improved status
TekstiGatekeepers and leverage points identified in HOAS lab project
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?)
