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Consult your hopes and dreams — part of what a place is trying to do

The first stage in continuous place-based design is observation. It is a beginning that says before we do anything different here we need to try and understand this place. 

The aim of this phase is to gather as much data and wisdom as we can before proposing changes. That data can be physical, cultural or even intangible — anything that helps us to notice what makes a place distinct, what gives it its feel. 

One of the data sets I think is often overlooked — but vital — is hopes and dreams.

These are easy to dismiss as not ‘real’ but I see them as very real. Our hopes are distant but visible from where we are now — rooted both in the present and in the future. In the language of the Three Horizons Model, they belong in Horizon Three: an outline of what we see from here in the future. 

Since the design process spans the present and the future, hopes and dreams are a vital link.

The hopes and dreams of the people that live or regularly used in a space are founded in their complex interaction with that place. So asking simple questions like: 

What is your hope for this place?
What do you dream I could become?

…can a great deal about the current lie of the land and its future potential. 

One the questions we ask in the Systems Survey motif (see the Pattern Book) is ‘what is this place trying to do?’

Hopes and dreams are part of that answer. They are usually motivating — either towards one place or away from another. They inject energy into certain courses of action over others. And so that are an important clue as to what patterns are already unfolding here or are likely to in the future.

So pay attention to hopes and dreams as well as the things you can physically observe. These dreams may already be shaping the path that this place is taking.

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Core tools for regenerative design now online

9 thumbnail-sized illustrated diagrams providing an over of the 9 constructivist tools for regenerative design. The tools are the ambition loop, changing mindsets, the goal of regenerative design, continuous place-based design, the living systems blueprint, the systems bookcase, the library of systems change, the three horizons and the kalideascope.

I am happy to announce that we have now published online our set of free-to-use core tools for regenerative design. These nine tools are central to our teaching in the Regenerative Design Lab. 

Accompanying each tool is a free-to-use downloadable image, designed by Alexie Sommer, who led the design of the Pattern Book and all our visuals at Constructivist. 

As well as the motif description from the Pattern Book, each tool has linked to it recent blog posts that relate to that tool’s function. In this way, we have aimed to create a set of core reference content that dynamically update as we conduct new experiments with these tools.

By publishing this toolkit we hope we can spread these ideas further at the same time as drawing more people into this work. So please do check them out and spread the word. 

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A process for processing processes

Processes make life easier, help us involve more people, guarantee quality and conserve our attention for other things. But only if they work. 

The first time we do something, part of the work is figuring out how to do it all. If we are likely to that thing several times, figuring out a process means we don’t have to make those decisions every time. 

Creating a process also helps other people over the activation energy hurdle and, where questions of quality or compliance come in, give us a way of making sure it is done properly And this work invested in creating a process frees up cognitive load to think about other things. 

In a sense, we relinquish our autonomy to processes for the benefits they yield. But when the process no-longer provides those benefits, it starts to cause problems. 

If for instance the circumstances in which the process was created has changed, but the process stays the same, then it becomes an ill-fitting glove on the hand of someone trying to take action. It constrains us, it is uncomfortable and we are constantly aware of it.

Things become worse when you don’t have a choice — when your organisation has told you you have to use this process. Then you no-longer feel the benefit of the loss of autonomy — it becomes a burden. And this can quickly lead to cynicism. 

So what can you do? I see three levers: improve, remove or emphasise. 

Improve — if that process is there to do work for you, but is no-longer doing its job, then make it work. This requires new up-front energy to reap down-stream reward. You may not want have to do this work, but the conditions have changed and you’ll continue to pay the price until you update procedures. A badly fitting process creates friction every day, which is energy sapping. If you are in a position of authority, then you hold responsibility for the processes your staff are obliged to work with. 

Remove — it’s much more common to add processes than take them away. Lean thinking in process design is all about stripping everything and then building back up with the essentials that do just enough to create a good product, whatever that might be.

Emphasise — and if you are stuck with the process, as many in larger organisations will be, then emphasise the value that the process is creating. If it generates data, make that data visible and valuable to the people using the process. If it helps keep people safe, then emphasise that message less it gets lost and then ignored. 

Improve, remove, emphasise. You could think of this as a process for processing processes.

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Emergent marketing – the RDL Cohorts for 2026

I’ve noticed recently how often a controlling mindset can creep in when I think about how we spread the word around the regenerative design lab. That controlling mindset seems to say, everything needs to be ready before we share any details. It makes assumptions about when people are ready to receive this information. And this mindset assumes that it is possible to control the way in which information is transmitted and digested. 

But in a complex and dynamic system we know such control is not possible. 

An emergent mindset wouldn’t seek to establish control but to work with this uncertainty. Rather than waiting for everything to be finished, it might say it’s enough to share the essence of what we are trying to do, and to let readers colour the picture in. It assumes that some people will get the info they need, and pass it on to others. Not everyone will get the message, but also that unexpected people will.

So it is in the spirit of emergent marketing that I share the outlines of our incomplete plans for our next cohorts of the regenerative design lab.

Cohort 5 of the Regenerative Design Lab will be an experiment in running an-house programme for an organisation. We are conducting this experiment with the Hazel Hill team of staff and trustees. It will be really exciting to bring together people who care for this wood with a process that has been hosted here since 2022, and will help us learn how to do this process for other organisations. 

Cohort 6 will be our next open cohort, running March to November 2026. There won’t be any special theme to this cohort, rather we are interested in attracting people with a wide range of interests in regenerative design as it relates to the built environment. Details including pricing our now available. You can register your interest but applications won’t open until November. 

And Cohort 7 will be our first alumni cohort, also running March to November 2026. We have seen that for many people that come on the lab, the programme is just the start of a journey into unknown territory that continues for many years afterwards. This cohort is here to support alumni as they continue on their journey of exploration and innovation in regenerative design. 

So there you have the outline, which I’ll leave you to colour and share as you see fit, and I’ll let you know when there’s more news.

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Fluorescent creativity

Fluorescent colours look brighter than the colours around them. That’s because fluorescent materials absorb light from the ultraviolet spectrum — which we can’t see — and re-emit it in the visible spectrum.

So while regular colours just reflect light from the part of the spectrum we can see, fluorescent colours borrow light from an unseen realm and shine it back at a frequency we can perceive.

The term highlight feels apt — they really do seem to hold more light.

And it gave me an idea: fluorescent creativity — the kind that brings in ideas from spectra that others on the design team can’t yet see, and makes them visible for the rest of us.

These ideas can shine brighter than anything we’ve encountered before, not because they’re louder, but because they carry energy from unexpected places.

Fluorescent creativity speaks to inviting in different perspectives, and tuning our own sensors into frequencies we hadn’t previously explored.

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Our new online intro to regenerative design launches in November

Here’s my pitch:

Interested in regenerative design?
Are you — or your colleagues — wondering how to introduce regenerative thinking on a live project?
Would a short course help build clarity and confidence, and give you a few practical tools to get started?

Would you like to sign up to Seeing the System, our new short online introduction to regenerative design, starting 12 November?

See what I did? It’s a classic ‘yes spiral’. One from the basic toolkit of advertising. But what this course aims to give you is a different toolkit: the basic tools of regenerative design.

Over four two-hour sessions, we’ll explore the core tools from our regenerative design toolkit. As you’d expect, the course will be delivered in our usual, engaging style — with space for reflection, peer learning, and short practical tasks between sessions to help apply the ideas to real work.

Seeing the System is part of our plan to grow how we teach regenerative design. Alongside the Regenerative Design Lab, this short online format offers a gentler starting point — ideal for those who want to explore the ideas without committing to the full Lab experience.

Are you sold?

Register here
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The annoying things about hammocks — three design principles from the second law of thermodynamics

The annoying thing about hammocks is that they obey the second law of thermodynamics. However big an initial shove you give them, they always come to a standstill. The swing’s energy is dissipated through air resistance and friction in the ropes.

That’s irritating if, like me, you enjoy a nap in a gently rocking hammock. But it’s also instructive: the hammock is a perfect metaphor for the second law.

The law says that a system will naturally move to its lowest free energy state. You already know this from the hammock: it comes to rest when all the energy available to keep it moving has been used up. If there were energy left, it would still be swinging.

Since this law is the way the universe goes, it is helpful to try to design with it rather than against it. 

Three modes of design from the second law of thermodynamics

1 – Design for resting equilibrium — no energy cost

  • Design the system’s natural resting state so that it is also the useful one. 
  • For example, put the pond at the bottom of the hill so that it fills itself.

2 – Intercept the flows — medium energy cost

  • Catch free energy while it’s on the move. This takes some organisational effort but can be minimal. 
  • For example, run the water through a turbine on its way downhill to the pond. The water is heading that way anyway, so can we use it?

3 – Fight the flow — high energy cost

  • Push the system in the opposite direction of free energy dispersal. This takes work to create and maintain, creating fragility. 
  • For example, pumping the water uphill, and storing it there for later use. 

The further down this list we go, the more energy we need. 

Life as the free energy interceptor

In the living world, physical processes, powered by the sun, the motion of the planet and moon, and heat from the earth, put the work into raise the energy level of the systems that surround us: evaporating water to create rain, driving tides in and out of our shores, heating the air to drive winds and raining radiation on the Earth’s surface. 

Life intercepts this free energy on its way down hill; on its journey from concentrated to spread out. This is the principle upon which whole cascade of life depend, from the processes driven by ion imbalances across cell membranes, to the multitude of species supported on a wooded slope as the intercepted water slowly makes its way downhill.

Where is regenerative design in all of this?

The goal of regenerative design for is for humans and the living world to survive, thrive and co-evolve. The living world thrives by catching energy as flows downhill, cycling it through a multitude of interlocking systems and lifeforms. To co-evolve and thrive we need to get involved with this dance. Rather than burning energy to fight the flow, we should be looking for where we can lean into, and even strengthen this life-giving process of harnessing these energy gradients. 

Where to hang the hammock

All of that thus resolved,  the only remaining question is where to hang the hammock. 

I would say, halfway down the hill, where the sound of the waterfall would send me to sleep. And I could dream about creating an ingenious mechanism for rocking the hammock powered by the falling water. 

—

This post was inspired in part by a working diagram Chris Wise showed me how should be designing for equilibrium. I’ll share more when Chris publishes it. And also by lectures on thermodynamics from Peter Atkins, many lunar cycles ago.

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On a new term and the Three Horizons pencil case

Diagram of the Three Horizons model with three overlapping curves labeled H1 (red), H2 (blue), and H3 (yellow), showing how different patterns rise and fall over time.

It is hard to escape the idea that September is a new year. It’s a time for new stationery and new intentions.

But when resolutions for the year ahead crop up, the Three Horizons reminds me that what appears new was set in motion a long time ago, what is current will not last and what we do now sets the seeds for the future.

There is in fact very little that can be decided now; that can be implemented suddenly from here on. To do so is to shock the system. It can look effective but it can cause hidden stresses as things bend to your will. Often we can only sustain this pull into the opposite direction until the yoke of the system pulls you back in its direction.

What the Three Horizons shows us is that in fact everything is in flow. What’s better is to work with the currents of change, to notice trends, to know your destination and to seek to steer things in that direction over time.

In the Three Horizons pencil case, 

  • The red pen is for what is current that will decline. In the season ahead, some things will give way. These are things that may have run their course or that have become unstable. 
  • The blue pen is for the incoming — that which is taking the place of what is in decline. It is recognisable but it is different; it has been growing for some time; and it is distinct in some way that makes it more suited to the year ahead. 
  • And the yellow pen is for what we are planting now and what is slowly awakening that will take the stage next. 

In every new season, we can see the red pen that’s beginning to run out of ink, the blue pen getting to flow and the yellow pen beginning to make its mark.

The work of change is daily work — not a single decision on the eve of a new cycle but an ongoing act of noticing what’s in decline, what’s emerging and thinking about where to make your mark.

Diagram of the Three Horizons model with three overlapping curves labeled H1 (red), H2 (blue), and H3 (yellow), showing how different patterns rise and fall over time.

Check out the Three Horizons in our new Tools for Regenerative Design page.

Take me there

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Letting things done

Anyone into productivity books will probably be familiar with the classic Getting Things Done by David Allen. It’s a book title that transcends the book —it becomes a value system. Done things are good things. Undone = unorganised.

So here are three alternative work modes I’ve been playing with:

Letting things done

This mode is for going with the flow — doing what needs doing in the moment. It’s a way of working that responds to feedback from your environment, especially your connection with others. It is about noticing what signals say more of this and less of that.

Doing things fun

This mode is the of energy flow. When things are enjoyable, it mysteriously unlocks hidden energy. ‘In every job that must be done, there’s an element of fun, you fine the fun and… the job’s a game’, or so said productivity consultant Mary Poppins.

Letting things go

This mode is for the work of relinquishing control. It is letting something go. It is exchanging with others. It is opening the work up to reciprocity. You have to breathe out in order to breathe in again. It’s the same with plans and ideas.

So we have:

  • Getting things done
  • Letting things done
  • Doing things fun
  • Letting things go.

Whereas getting things done signals our intent to exert our will, the other three signal working with interconnection, following available energy and emergent potential. It’s a nice map onto the Living Systems Blueprint:

  • Interconnection (letting things done)
  • Symbiosis (doing things fun)
  • Capacity to change (lettings things go)

As far as we are aware, humans are the only species that produce productivity text books. The other species just to seem to get on with it, using the resources available to them to live in harmony. Now, that’s the productivity book I want to read.