Transformation Competencies

From Regenerative Knowledge Commons

Transformation Competencies
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These are the competencies that enable a deeper kind of change to happen, best described by the word transformation. Transformation implies that underlying characteristics of the situation or system, community or individual, have changed for the good. Transformation competencies for Community Climate Coaches cover what can broadly be called ‘people skills’. This involves obvious areas such as communication skills and experience in facilitating groups, and also a good level of self-awareness so that a CCC can reflect on the processes they are facilitating, be open to explicit and unspoken feedback, and learn from and refine their practice as a Community Climate Coach.
Communities of Practice:
Curator(s): Steve Charter

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==1.a Change Competency: what is change competency in a community context?==

Individuals in a change-competent community or organisation develop attitudes and approaches that define a positive relationship to change. They value the ability to change as one of their primary responsibilities, understand that change will occur, expect it and effortlessly perform during and after the change.

Change competency is the presence of a community culture or organisational culture that expects change. That culture acts with the understanding, perspectives, language, tools and techniques that make change seamless and effortless. This competency makes change a part of what we normally do as a community.

Source: adapted from

1.b: Competencies for Resilience (as a foundation for Transformation)

Resilience is increasingly recognised as being fundamentally important for healthy individuals, communities and organisations, particularly in response to complex and uncertain change. This recognition often arises from the noticeable lack of resilience in people's lives and communities, in our economic systems and in our physical and mental health. Resilience is also an increasingly strong theme for community engagement, conversations and action in response to the impacts of climate change. Therefore the theme of resilience will often be a more effective way to open up conversations and build engagement towards community action than talking directly or only about climate change. The theme of resilience also provides better opportunities to explore and respond to the underlying problems, the symptoms of which include climate change and multiple other inter-related social, economic and environmental crises. For this reason Resilience Competencies are seen as an essential foundation for Transformation Competencies.

The Resilience Competency Model from the Northeast Resiliency Consortium

Resilience: is an individual’s (or community’s) persistent development and application of knowledge, skills, and resources that effectively help them adapt to change and overcome adversity.

An important part of the climate coach’s role is to support communities to put in place, develop and enrich the competencies needed to bring about the following four dimensions of climate resilience that are needed in their community, locality, networks or organisations:


The Northeast Resiliency Consortium (NRC) defined five core competencies that make up their Resilience model. This model is very relevant for CCC’s to have in mind for the competencies they want communities to develop or express during their community climate action processes, in order that communities can develop climate resilience. While most of these also appear in other competency areas of this framework, the significance of Resilience as a theme justifies identifying them here as core resilience competencies.

Learning from NRC, based on this model, an element of the CCCs role would then be to design and deliver engagement activities, facilitate processes and provide materials which tend to naturally embed and nurture these resilience competencies within the communities they are working with. In doing so they can consider how they can help manifest the following five areas of indicators of competence, and then monitor the extent to which they see these indicators become embedded in the communities they are working with. Many of these indicators could be readily translated into steps a group or community might be encouraged to take in working through a range of issues they are addressing.

1.c: General Competencies for Organisation and Movement Building

Being well organised and being able to build movements, networks and initiatives are highly important to bring about effective transformation in multiple elements and relationships within a community and the wider systems it is part of. Therefore the primary competencies for Organisation and Movement Building are set out in the following section.

Inner Development Goals framework

The Inner Development Goals (IDGs) is a framework that has been developed to set out the inner skills and qualities that individuals and organisations are seen as needing to develop in order to successfully work with complex societal issues, in particular those identified in UN Agenda 2030 and the 17 Sustainable Development Goals. The IDG framework represents 23 skills and qualities in 5 categories and is useful as a general framework tool covering the inner development work that is seen as essential to deliver the outer development transformations needed to achieve sustainability. The IDGs are a work-in-progress and may continue to change as new information and input comes in.

The current IDG framework is as follows:

File:IDG Image.png

IDG Image.png


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Ordering & Usage

Ordering Structures Usage Modes
  • Livelihoods (field-livelihood-capability)
  • capability
  • capability
  • capability


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Resolution of Forces & Use Cases

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