Some reflections written up by Claire Patterson based on a conversation with program participant and Commonlander Sol Slattery.
In our increasingly fragmented world, how can we come together to make sense of where we need to collectively organise towards? Recently, a diverse group of changemakers came together for the Asia Pacific Ecosystem Leadership Program (ELP)—a gathering not just for landscape restoration advocates, but for those from technology, education, and beyond who want to learn how to create systems change for the health of ecosystems. The program sought to provide all participants with the chance to develop systems change practices suited to our current era by tapping into sources of knowledge, inspiration, and action.
The program took place on Kura Kura, Bali, Indonesia in the iconic Three Mountains building, which is an impressive bamboo structure. The setting aimed to embody the Balinese philosophy of happiness, ‘Tri Hita Karana,’ emphasising the balance between the environment, people, and spiritual well-being. Participants from across the Asia Pacific gathered here and, although there was no explicit mention of ‘leave your logo and ego at the door,’ the atmosphere naturally embodied this sentiment. It was a space where hierarchy took a back seat and the power of collective action prevailed. Here are some reflections based on a conversation with Commonlander, Sol Slattery:
1. Change requires the ability to see the larger picture
As the event unfolded, it became clear that the ELP not only involved learning what to do but also how to be. We are often so focused on doing, on moving forward, that we forget the importance of simply being present.
The sentiment of replacing to-do lists with ‘to-be lists’ was something that deeply resonated. It was a reminder that true leadership—and change—comes not just from relentless forward motion, but from moments of stillness and presence. In the context of ecosystem leadership, where the challenges are complex, this message was particularly powerful.
For many of us in the program, we wondered how theoretical terminology about systems change could really contribute to creating on-the-ground change. Terms like ‘awareness-based systems change’ and ‘Theory U’ can sound abstract. How could such concepts translate into real-world solutions? But, as the program went on, many of those doubts began to fade. Indeed, much of the process was about individual and collective development, understanding that the success of our actions as change-makers depends on the inner condition from which we operate.
2. Small islands of coherence in a sea of chaos can shift whole systems
One of the more thought-provoking concepts to emerge from the event was borrowed from Nobel Prize-winning chemist Ilya Prigogine: “Small islands of coherence in a sea of chaos have the capacity to shift the entire system to a higher order.” This phrase highlights how seemingly small, focused efforts can lead to systemic change. With the ambitious goals of large-scale landscape restoration, it’s easy to get lost in the enormity of the task at hand. But here we were reminded that, even in the face of systemic issues, progress can be made through the grassroots actions of individuals working collectively.
3. Transformative change requires recognising and challenging our hidden assumptions
One of the program’s central aims was to ‘get the system to see and sense itself’—to expose blind spots that often go unchallenged because they are so deeply ingrained in our cultures. These blind spots—whether it’s the normalisation of large-scale monocropping or fossil fuel subsidies or other things—often seem like the natural way of doing things. But by holding up a mirror we can begin to question these assumptions and explore alternatives. Developing this kind of awareness is crucial if we are to address the structural problems that have become invisible to us.
4. Creativity is a powerful tool that can deepen our understanding of complex systems
Perhaps one of the most surprising and moving aspects of the program was the use of social arts to reflect back on the conversations taking place. Throughout the event, three artists, Jayce Pei Yu Lee, Shenali Perera, Indra Zaka Permana created live artworks—painting, drawing, collaging and writing based on what they observed. These works, displayed throughout the whole program and presented back to the group at the end, provided a powerful mirror for the participants. Seeing our discussions transformed into art was not just a creative exercise; it was a way to reflect on and understand the layers of meaning we were collectively exploring.
Social poetry played a similarly impactful role. John Stubley and Shobi Lawalata, writers and part of the organising team, captured inspired quotes, phrases and imagery from discussions throughout the program and crafted them into beautiful, moving pieces of poetry. Hearing our own words reframed in this way gave new life to the ideas we had been sharing. It was a reminder that creativity, far from being a distraction, can offer deep insights into, and a complimentary perspective on, the work we do.
Ultimately, the ELP was a space for both personal and collective growth. It reminded us that the work of changing systems—whether environmental, social, or economic—requires not only action but reflection; not only knowledge but creativity. And, perhaps most importantly, it showed us that in a sea of chaos, small islands of coherence can indeed shift the entire system.
Information in this article was informed by a cowritten pre-article about the event which can be read here.