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We all know that there are a lot of us that are out there doing good in our world. Unfortunately, those doing the good work don't always have the resources to take advantage of technologies that can make the good that they do operate more efficiently, more easily, and more coordinated. That's where we come in. We want you to take the good that you already do, and provide you with the solutions to accomplish it the way you want-great. Hence the name of our company. Your good works, done great.

The idea is a simple one- that people who Do things can inspire the rest of us to go and Do things, too. So each year we invite a set of people down here to come and tell us what they Do. They can be small Do's or big Do's or just extraordinary Do's. But when you listen to their stories, they light a fire in your belly to go and Do your thing, your passion, the thing that sits in the back of your head each day, just waiting, and waiting for you to follow your heart.

This is a living story of the process arts. Processes can relate to the individual (such as meditation), interpersonal dynamics (for example Nonviolent Communication), group processes (e.g. Open Space, World Cafe, unconference and wiki), on up to very large scale systems, such as economic, legal and political structures (e.g. Threebles, Restorative Circles, or Citizen Deliberative Councils). Even more than a list of particular processes though, the process arts are about an awareness that however we are doing something, that is simply one particular way, and we can and often do experiment with doing it any number of other ways.

Strategic Doing has developed over more than two decades of work with people trying to strengthen their organizations, communities and regions. Here's Ed Morrison, the developer of Strategic Doing, reflecting on its origins:

A SmartCitizenry co-operative is for you and your neighbours, Everyone is local and what you do together is local. Together you work out what needs you have that together as a co-op you can solve. It could be energy needs, home help and support, waste management, recycling - whatever is important to you that you can't do alone to get the impact and make the difference that is needed. Everything you do is building community one action at a time.

If you are trying to organise in a collaborative team, you may be asking yourself: ​ "How do we include people in decisions without spending so much time in meetings?"   "How do we set priorities, distribute tasks and stay aligned on shared goals?"   "If we don't have managers, how do we get feedback, resolve conflict and stay accountable?" ​ You are not alone! We've faced these dilemmas in our own decentralised organisations, and we can help you get unstuck.

Strategic Doing teaches people how to form collaborations quickly, move them toward measurable outcomes and make adjustments along the way. In today's world, collaboration is essential to meet the complex challenges we face.

"We are working to become a carbon neutral council and combat climate change, making changes to how we work to reduce the greenhouse gases and carbon emissions that we produce. We also have a duty to consider social justice and make sure that Cornwall's residents are not worse off. In looking after the environment, we need to make sure that we do not disadvantage anyone. We have introduced a new tool to help us make decisions that combat climate change and do not disadvantage the people of Cornwall. The new tool, our decision-making wheel, is based on the Kate Raworth Doughnut Economics model"

"This remarkable equation is why people move to the big city," West says. "Because you can take the same person, and if you just move them to a city that's twice as big, then all of a sudden they'll do 15 percent more of everything that we can measure." While Jacobs could only speculate on the value of our urban interactions, West insists that he has found a way to "scientifically confirm" her conjectures. "One of my favorite compliments is when people come up to me and say, 'You have done what Jane Jacobs would have done, if only she could do mathematics,' " West says. "What the data clearly shows, and what she was clever enough to anticipate, is that when people come together, they become much more productive."

"Full exploitation of a technology can take far longer than that. Innovation and technology, though talked of almost interchangeably, are not the same thing. Innovation is what people newly know how to do. Technology is what they are actually doing; and that is what matters to the economy. Steel boxes and diesel engines have been around since the 1900s, and their use together in containerised shipping goes back to the 1950s. But their great impact as the backbone of global trade did not come for decades after that."

We are a team of civil engineers, planners, and sustainability specialists with expertise in land use planning and zoning, municipal finance, transportation planning and design, stormwater management and green infrastructure implementation, and urban design and placemaking. But, design of elaborate, expensive infrastructure projects is not what we do. The leaders of our organization spent the majority of our careers with large firms designing complex, expensive projects, only to later realize we were making things more economically fragile and unsustainable. We acknowledged that before we could do more of the types of projects our communities need, we'd have to change how people think about the way we have been planning and building our cities and neighborhoods. Rather than sit back and wait, we started VERDUNITY to help lead this change.

Bottom line, we want to do two big things better: Demystify congressional advocacy. We get hundreds of questions every day about what Congress is doing, how to organize locally (see the toolkit!), and how to advocate in different situations. We're going to start sending out timely updates and resources on what's going on in Congress and how you can best organize, make your voice heard, and influence your members of Congress.   Support the community of local groups putting the Indivisible Guide into action. We want to provide shared tools to help groups organize events, communicate with each other, and share best practices and resources. This also means spotlighting local successes and supporting a sense of a shared purpose. You can see that shared purpose already forming-just look at this beautiful movement on Rachel Maddow.

There is, however, one small problem with this. Governments cannot create community, no matter how hard they try, and they cannot build social capital. At best they can create policy environments which assist individuals and institutions in civil society to do these things, or at least, do not stifle their efforts or make their task more difficult. To acknowledge this is not to suggest that governments should simply sit back and hope social capital will grow before them. On the contrary, it is to advocate a radical re-invention of government and a wholesale move away from the old service delivery paradigm in the human services so as to remove some of the key governmental obstacles to civic engagement, responsibility and reciprocity at grass-roots levels of our society.

Knowledge wants to be free! 1We've decided to produce world-class educational materials by elite professors and elite designers. And give them to you for free. 2 We think you deserve free access to materials written by the world's foremost authorities - worth thousands of dollars - whether you are from New York or New Delhi. In fact, we wrote a mission statement about what we want to continue to do for you and the rest of the world. 3 In short, we do it as a labour of love and because we know you will help us in return!

Sprawl remains the prevailing growth pattern across the United States, even though experts in planning, economics and environmental issues have long denounced it as wasteful, inefficient, and unsustainable. Sprawl is a principal cause of lost open space and natural habitat as well as increases in air and water pollution, greenhouse gas emissions, infrastructure costs, and even obesity. It also plays a primary role in the housing meltdown plaguing the nation. But is it possible to repair sprawling suburbs and create more livable, robust, and eco-sensitive communities where they do not now exist? This new book answers with a resounding "yes" and provides a toolbox of creative approaches for doing just that.

We face an entangled communications challenge. Becoming a sustainable city is less a technological issue than one of mindset, understanding and behavioural. Too many people still believe there is no problem. How can this be overcome? Do we approach it by engendering fear, cajoling, or persuasion? By providing evidence of the threats or examples of good practices? Do we jolt people into focus by ascending graphs of problems or imagery of iconic events like Katrina or Superstorm Sandy? It is best to show how the shift is doable and already happening and that those at the forefront have a better life economically and socially. The image of the sustainable city needs to feel as emotionally satisfying as the lure of consumer culture.

We're very inspired by Ezio Manzini, the Italian design strategist and founder of DESIS network, who says: When we design, we search for problems to solve. If you take the capability approach, you search for capabilities to support. He continues, "You don't ask what you can do to make people behave differently. You ask what you can do to recognize people's capabilities and help people use those to solve the problems they face." In the social sector, problems and unmet needs are almost too easy to find. Rather, we look for assets-the people, resources, behaviors, relationships, and systems-that are already working well. Our designs leverage those assets to create more and better life. A structured process We believe strongly that design is a process, and we've often found the design process to be transformative for both students and clients. Ours can be represented by a "double diamond," a two-part sequence of broadening and narrowing.

Our Philosophy & Guiding Principles Social systems work as they do because of how we work - how we think and interact. Our habitual ways of thinking and acting typically lead to change efforts shaped by mechanical problem solving and unproductive competition, often among otherwise well-intentioned interveners. In effect, we try to control complex processes that cannot be controlled, and in so doing miss the real opportunities for deeper and more long-lasting change. By contrast, natural systems demonstrate harmony, balance, integration, and ongoing evolution. The new knowledge we see emerging in the world shapes organic processes of change that result in social systems that are more resilient, sustainable, and adaptive. These "integral" learning and change processes knit "inner" and "outer" change, and are both deeply personal and inherently collective.

Democracy made Athens a dynamic, creative force 2500 years ago. Even then, however, democracy was fragile, sometimes stupid, and short-lived. Plato held it in low esteem and Aristotle likened it to "mob rule." Why, then, do we want to create 21st Century Agoras. What we want to create are communities energized by vibrant participative democracy. In our Information Age as old hierarchies prove dysfunctional, it is imperative that human communities have flexible ways to tap their wisdom and power. We do not believe that unstructured discussion on the Athenian model is adequate for dealing with the complexities of the Information Age. It was not adequate even for the simpler (by an order of magnitude as determined by a metric called Situational Complexity Index) situations of that bygone age. The Information Age challenges us to make participative democracy a liberating force in the world today. Research and proven methodology, aided by networked computing, has resolved at least one basic dilemma of democracy:   How can we hear perspectives of all the stakeholders, make collective sense of them, and reach decisions and act on pressing issues? The approach that overcomes this dilemma and multiple other hindrances to dialogic democracy is called the Structured Dialogic Design (SDD). The Agoras Institute convenes these dialogues as Co-Laboratories of Democracy. This process is a fusion of the theory of Generic Design Science and the consultative practice of Interactive Management, both developed over the last 30 years by Dr. John Warfield and our founder, Aleco Christakis.

The closing keynote at the Economist Conferences Event, "Creating tomorrow's liveable cities", presented byProfessor Jan Gehl, founding partner of Gehl Architects,Copenhagen. This video provides a good deal of information on the benefits bicycling and walking have on a livable community when integrated into the community landscape.