# For your toolbox
This is the [FAST](https://futuring-architectures.com/) manual to [positioning platforms](/extras/glossary#platform-position). It will be your companion in finding a platform's purpose and strategy: for your current organisation or department, a partner or competitor, or a future endeavour.
The manual comes with all the [materials](/extras/downloads) you need to start [facilitating](/workshop/format) high-energy platform sessions. No consultants or coaches, no boot camps or certifications. All batteries included; just add elbow grease.
All contents is available free of charge under a [Creative Commons Attribution-Share Alike 4.0 International License](https://creativecommons.org/licenses/by-sa/4.0/). Use, share, adapt as you see fit:punch:
Platforms are complex things and no tool can detract from that. What this manual *can* do, is slice through the complexity layer by layer. You''ll find each layer easy enough to get into and well-suited for collaborative work. Link them all together, and the intricacies and dynamics of the platform unfold in full:
These five layers show up all over the manual: in the schedule of [your next workshop](/workshop/format), in the [downloadable design tools](/extras/downloads), and as individual [chapters](/position/layers). In each chapter, you'll find short [instruction videos](/bonus/diaform#instructions) that will have you positioning platforms in no time. **So, delve right in...**:point\_right:
# From Frame to Challenge
Five layers of platform epiphany
You will get to understand and then describe your platform in five distinct layers. The three centre layers hail from the excellent [TRIE framework](http://platformed.info/the-trie-framework-platforms/). Moving left-to-right across this trio expresses how [participants](/extras/glossary#platform-participant) will learn the platform; the reverse direction describes how the platform will be built, tested, and managed:
{% hint style="info" %}
**Tip:** Reading up on [TRIE](http://platformed.info/the-trie-framework-platforms/) makes for an excellent:kissing\_heart:introduction to building platforms.
{% endhint %}
This manual adds the two outer layers to capture the outside-in and inside-out design perspectives, making it a true end-to-end process.
There is no prescribed order to traversing the layers—as long as you make sure to visit and align each layer. For a first time exercise, best stick to the same learning path as the platform's participants: from left to right, from [Frame](/position/frame) to Challenge...:point\_right:
# Frame
Discover the ecosystem to design for
Your organisation inhabits an [ecosystem](/extras/glossary#ecosystem) that likely extends beyond segment, industry, or sector. Retrieving the precise limits of the ecosystem is an arduous task with limited returns. Better, you identify the people and organisations most intertwined with the ecosystem's fate—for ill as well as for good.
How do the outcomes they generate affect the ecosystem? How are they in turn affected by others' actions? What are their interests and what do they expect from their involvement?
The answers to these questions shape the platform's purpose and direct its design. You'll build up to these answers in three steps:
* :family\_mwgb:[Entities](/position/frame/entities) of the ecosystem
* :performing\_arts:[Roles](/position/frame/roles) of the entities
* :checkered\_flag:[Motivations](/position/frame/motivations) of the roles
# 👨👨👧👦 Entities
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You will start seeing the ecosystem once you look beyond suppliers, distributors and wholesalers—beyond direct contribution to the creation and delivery of a product, service, or experience.
There will be parties that in some way provide a means for your business to function in the first place: financing, foundational technologies, or complementary products. There are competitors and customers with actions and responses that make best laid plans go astray. Regulatory agencies and media outlets can have the same kind of influence—indirect perhaps but not less impactful.
Uncovering the ecosystem in this way is very much a quantitative exercise: get a sheet of paper and write down *any* name that springs to mind, and keep writing. More *is* better and there is *always* more: the suppliers and partners behind your providers, the customer tiers served by your customers, and so on.
The [Ecosystem Ecology Map](/workshop/canvases#ecology-map) can help in structuring this process of discovery. With this map, you uncover and then explore domains, sectors, or segments one by one. The AirBnB ecosystem, for example, points to a few of these worth exploring in some detail:
# Roles
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You will most likely find the ecosystem to host dozens, if not hundreds, of entities. To see the forest for the trees, it is helpful to structure the entities into roles.
A [role](/extras/glossary#ecosystem-role) represents a group of entities that relate in some way or another: by having comparable assets to leverage, seeking for similar outcomes, or representing a market segment. An entity can play in more than one role at any one time, and an ecosystem may share roles with other ecosystems.
As roles abstract from actual entities, name them in somewhat relative and generic terms. You'll find it more easy to scale out to as yet undiscovered entities later on. Modelling roles after jobs—even from seemingly unrelated domains—seems to work well:
## Key roles
The ecosystem is a heterogeneous structure. Different entities assume different roles that affect different aspects of the ecosystem. Some roles are more influential than others: their prosperity is a direct predictor of stability, productivity and creativity in the entire ecosystem.
There are few distinct positions from which a role can bring its influence to bear:
* As a [Consumer](/extras/glossary#consumer), representing demand and utilizing available supply.
* As a [Producer](/extras/glossary#producer), responding to demand and contributing to available supply.
* As an [Enabler](/extras/glossary#enabler), supporting exchange of supply through technologies, products and services.
Decide on the most influential roles and their interdependencies in your ecosystem. Understanding these will be your way to understanding health and dynamics of the full network. For this to be a true focus, limit yourself to picking no more than five of these key roles:
## Keystone
Roles are design constructs and as such they will be observable in the current day ecosystem by varying degrees. More often than not, a role needs some form of support to start fulfilling on the potential envisioned.
The [Keystone](/extras/glossary#keystone) role provides this support to the ecosystem. Its purpose is to simplify the complex tasks of connecting entities and distributing value accrued among them. The Keystone’s importance to ecosystem health is such that its removal can lead to collapse of the entire system.
The Keystone also represents the pull of the ecosystem: it captures why and how the ecosystem will attract and retain entities in significant numbers. It's because of this pull that the idea of [turning a loft into a bed and breakfast](https://www.businessinsider.com/how-airbnb-was-founded-a-visual-history-2016-2) turned out to be something bigger than a stopgap for rent:
# Motivations
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The [Ecosystem Motivation Matrix](/workshop/canvases#ecosystem-motivations-matrix) helps in understanding the connections between the [key roles](/position/frame/roles#key-roles) in the ecosystem. It also brings to the fore the interests of each such role and what their expectation is from their involvement.
The first step is to analyse one by one the connections: organise the key roles on the Matrix and assess what each of these roles could—potentially—give to any of the others. Think not only of the exchange of money, goods and services, but also of ideas, feedback, and validation:
If a role shows little to no potential for connecting with the other roles, it most likely is not very influential after all. Best to identify [an alternative key role](/position/frame/roles#key-roles) instead, using the Matrix for context.
If a role shows little to no potential for connections from the other roles, it may not be very motivated to get involved. The second step is to investigate the motivation behind the roles' actions: note for each role what drives their involvement. Think not only of financial or material rewards, but also of needs for [achievement, power and affiliation](https://www.managementstudyhq.com/mcclellands-theory-of-needs-power-achievement-and-affiliation.html):
# Experience
Define the platform's pull with the ecosystem
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A platform provides an interface *among ecosystem roles* rather than one *between selected parties*. This interface enables connections and collaborations, instead of delivering prescribed outcomes. That job of generating outcomes shifts to the roles in the ecosystem leveraging the platform interface.
> You know you have a platform when the users can shape their own experience—not just accept the maker’s ideas –Jeff Jarvis, quoted in [Platform Scale](https://www.amazon.com/Platform-Scale-emerging-business-investment-ebook/dp/B015FAOKJ6).
Successful platforms engage a wide range of roles to connect and collaborate in a variety of ways towards many different outcomes. Still, they all evolved from a single initial core: the series of experiences so convenient, accessible and valuable that it pulls key roles onto the platform.
The fundamental purpose of your platform is make these core experiences happen. Over time, you'll add other experiences designed to attract new roles, help existing roles meet new goals, or help them create new forms of value. For now, let's design those core experiences...:point\_right:
## Key relationship
The core experiences will likely not attract all roles in equal strength. Likewise, not all roles will engage in those experiences with the same vigour.
Try and pick two or three roles without which the platform *for sure* would be a barren place. As a rule of thumb: these roles tend to be closest to the [Keystone](/position/frame/roles#keystone), and should include at least one [Producer](/extras/glossary#producer) and one [Consumer](/extras/glossary#consumer). It's easy enough to iterate on your choice at any point, so pick what feels right:
## Experiences
A role engages in the key relationship to achieve new aspirational goals or meet existing objectives better (by some measure or another). The [Ecosystem Role Portrait](/workshop/canvases#ecosystem-role-portrait) helps in illustrating this by outlining experiences that unlock a role's potential. You design these experiences to meet or exceed a role's needs, and these needs in turn emerge from the role's story and assets:
* **Story** - the traits, events, behaviour and challenges that define how the roles relates to ecosystem.
* **Assets** - the resources acquired and the capabilities developed for the role to leverage on its story.
* **Needs** - the assets lacking or missing in overcoming the challenges told in the story. It's these needs that the role seeks from the ecosystem.
The [Motivation Matrix](/position/frame/motivations) provides quite a bit of help here. The role's intrinsic motivation outlines the story (and could stand in for the story if need be). The assets will show through in any of the role's gives-to connections.
Coming up with a experience could be as easy as rephrasing a need as a statement: *'I pay a fair price'*. In general, you may want to craft experiences that address one of the following [positional scarcities](https://alexdanco.com/2019/09/07/positional-scarcity/):
* **Access** - help the role reach whoever it needs in the ecosystem
* **Curation** - help finding what the role specifically likes
* **Prestige** - help differentiating the role and wielding status
## Pull
Across their experiences, the roles combine their assets in a systematic way for mutual access and benefit. To verify you have picked a relationship with this combining and benefiting going on, line up the individual role portraits:
Look for the presence of feedback loops: a roles's activity enables another role's solution, whose activity in turn enables the former's solution. Another loop is a role's solution improving with increased use and thus encouraging ever more usage . It's these loops that pull roles together in a relationship, and on your platform.
Line up the portraits of your selected roles, left to right, and shuffle them around until the core experience reveals itself:bulb:If no pull emerges, pick another role and [adjust the relationship](/position/experience#key-relationship) accordingly.
# Interaction
Develop the structure of value exchange on the platform
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The core experiences [attract](/position/experience#pull) key roles to exchange value—goods, services, social currency—on the platform. It's through the actions the roles take in these exchanges that experiences actually unfold. These experiences will converge on the [designed ones](/position/experience#experiences) only by purposefully aligning and connecting the roles' individual actions.
You have two types of building blocks at your disposal in structuring the exchange of value on the platform:
* **Touchpoints** - points of interaction between roles. Each takes place at a certain moment in time, in a certain context, and with the intention of meeting roles' specific needs.
* **Channels** - media of interaction between roles, either on-platform or off-platform. Channels both create opportunities and set constraints around a touchpoint.
The [Platform Transaction Engine](/workshop/canvases#platform-transaction-engine) helps in piecing these building blocks, left-to-right and right-to-left, into the interactions taking place on the platform:
Use touchpoints to pinpoint any exchange of some value between roles engaging in the [key relationship](/position/experience#pull). The roles' *gives-to* connections on the [Motivation Matrix](/position/frame/motivations) are a good source for these value items.
Place channels to lower the barrier for a role to bring its assets to bear in each such interaction. Channels are also good for raising the barrier for less desirable—or unwanted, or even illegal—exchanges.
Take care for all roles to provide some item of value in every single interaction—whether it's goods, services, social currency or information thereof. If not, some roles may not feel incentivised enough to engage in the interaction repeatedly.
# Tools
Develop the means of participation on the platform
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The platform facilitates, guides and governs its [interactions](/position/interaction) in delivering the core [experiences](/position/experience). Platform tools and services enable and encourage desired actions; platform rules and constraints discourage and disable unwanted actions.
Tools and rules are means for participants to not only come into their roles but also to redefine them. To not only *start out* in a first series of interactions but also to *stand out* among peers over time and be the role's [rising tide](https://en.wikipedia.org/wiki/A_rising_tide_lifts_all_boats).
The [Platform Innovation Engine](/workshop/canvases#platform-innovation-engine) describes the tools and rules developed for a given role as complements to the role's touchpoints:
Not all roles need dedicated means for all their touchpoints and across both stages of maturity. Still, a healthy number of tools and services for roles—producers specifically—to stand out is a sure sign of the platform's viability over a longer period of time.
# Challenge
Deliver the platform challenge to the organisation
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The tools and rules developed for the [innovation engine](/position/tools) are the only parts over which the platform has truly creative control. Move up the platform layers and more of that control shifts to the platform participants. In this context of emergence, it is critical to keep the number of platform features to a minimum. Every extra feature will have a compounded—and at times serendipitous—impact on the platform experiences.
This [Minimum Viable Platform](/extras/glossary#mvp) builds from the essential elements of each of the platform engines. The [Platform Experience Map](/workshop/canvases#platform-experience-map) is a simple yet effective tool for composing the MVP from these elements:
* Place the essential [touchpoints](/extras/glossary#touchpoint) from the [transaction engine](/position/interaction) on the canvas, side by side.
* Around each touchpoint, add the [innovation engine](/position/tools) services roles *need* for participating:
Take care for the MVP to cover a [repeatable and scalable](https://medium.com/@sarahtavel/the-hierarchy-of-engagement-expanded-648329d60804) value exchange. Repeating exchanges include *compensation* next to base creation and consumption; [*curation* and *customisation*](https://platformthinkinglabs.com/scaling-strategy-platforms/) ensure desirability of the exchanges with increasing participation:
Composed and cross-checked like this, the MVP will represent a [feasible, viable, and desirable](https://www.interaction-design.org/literature/article/from-prototype-to-product-ensuring-your-solution-is-feasible-and-viable) business model. The [Business Model Canvas](https://www.strategyzer.com/canvas/business-model-canvas) is a great tool to capture, share and discuss this business model. With this, let's [organise](https://organise.futuring-architectures.com/) for the platform to see the light...:punch:
# Format
A high touch workshop format complements this manual. It provides collocated collaborative design experiences for small to medium size audiences.
The workshop covers four distinct parts and spans the better part of two consecutive days. Participants work in groups on platform opportunities of their choice, layer by layer:
* 
Introduction to platforms and [platform design](/extras/glossary#platform-design)
* 
[Frame](/position/frame) the ecosystem
* 
Platform [Experience](/position/experience) and [Interaction](/position/interaction)
* 
Platform [Tools](/position/tools) and [Challenge](/position/challenge)
Budget at least one hour for the introduction part, and three hours for each of the subsequent parts.
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Organising a fair amount of people around a fixed two-day time slot can be a hassle. Resist the temptation to shorten or even skip parts, or spread them over a period of time. Build up some experience first on what works for you, and your organisation and audiences.
{% endhint %}
## Facilitation
The workshop needs a facilitator who keeps the process moving and the participants focused. There is no need for the facilitator to be a platform expert: this manual and the [downloadable](/extras/downloads) workshop instructions see to that.
The [online instruction videos](/bonus/diaform#instructions) can stand in for the facilitator delivering the instructions. There's is no difference whatsoever in the content addressed nor in the flow of delivery.
## Audiences
The workshop works well for a broad range of audiences. It requires no upfront expertise on (or much interest in) platforms and innovation—a willingness to put in some elbow grease is all.
In general, you may find use for the workshop in the following contexts:
* :alembic:The lab: to educate on the intricacies of platform design.
* :tools:The garage: to develop a minimum viable platform proposition.
# Checklist
A great workshop requires a bit of preparation. Here you find the preflight checklists: crossing all items off will set you up for a successful and enjoyable workshop.
## People
* [ ] Organise the workshop participants into groups of five people, plus or minus one each.
* [ ] Keep the number of groups to at most four in a room. It will get noisy and distracting otherwise.
* [ ] Appoint workshop facilitators: one for every two groups is a good ratio.
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**Participants** learn, reflect and connect as part of their group. Keep this opportunity for team building in mind when assigning groups.
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## Venue
* [ ] Facility to present the instruction deck visible to all participants at all times during the workshop
* [ ] Space for each group to put two A0-sized canvases side by side. Tables or walls work equally well.
* [ ] Space for facilitators and participants alike to move around without obstructions.
* [ ] A place to service water, tea and coffee, and light refreshments during the workshop.
* [ ] A place for participants to withdraw from the proceedings and recharge a bit.
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**Tables** should measure 80x160 cm or better to accommodate for a group's work effort. Make sure each participant has at least 90 cm of spare room.
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## Materials
* [ ] Pens for all participants; [Sharpie markers](https://www.sharpie.com/markers) are a good choice.
* [ ] Sticky notes in at least two colours, and in [3x3"](https://www.amazon.com/Post-Sticking-Janeiro-Collection-654-24SSAU-CP/dp/B00CMKA9HK/ref=sr_1_8) and [3x5"](https://www.amazon.com/Post-6555PK-Original-Colors-100-Sheet/dp/B00006JNNG/ref=sr_1_3) sizes.
* [ ] Prints of the canvases, per the table below:
| Canvas | Size | Quantity |
| -------------------------------------------------------- | ----------------------- | --------------- |
| [PPS-1](/workshop/canvases#ecology-map) | A0 Landscape | 1 per group |
| [PPS-2](/workshop/canvases#ecosystem-motivations-matrix) | A0 Landscape | 1 per group |
| [PPS-3A](/workshop/canvases#ecosystem-role-portrait) | A1 Portrait | 2 per group |
| [PPS-3B](/workshop/canvases#ecosystem-role-portrait) | A1 Portrait | 2 per group |
| [PPS-4](/workshop/canvases#platform-transaction-engine) | A0 Landscape | 1 per group |
| [PPS-5L](/workshop/canvases#platform-innovation-engine) | A1 Portrait | 1 per group |
| [PPS-5R](/workshop/canvases#platform-innovation-engine) | A1 Portrait | 1 per group |
| [PPS-6](/workshop/canvases#platform-experience-map) | A0 Landscape | 1 per group |
| Instruction Cards | A6 Landscape, laminated | 1 set per group |
| Example Cards | A5 Landscape, laminated | 1 set per group |
# Canvases
## Ecosystem Ecology Map
## Ecosystem Motivations Matrix
## Ecosystem Role Portrait
## Ecosystem Job Portrait
## Platform Transaction Engine
## Platform Innovation Engine
## Platform Experience Map
# Downloads
Here are all the materials for you to start organising high-energy platform sessions. They are available under a [Creative Commons Attribution-Share Alike 4.0 International License](https://creativecommons.org/licenses/by-sa/4.0/): free of charge and free to use, share, and adapt as you see fit.
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# Community
No-one is an island. We love to hear from your impressions, experiences and any other feedback. There are several places to get in touch and meet the FAST community.
Follow the development of the tools on [Trello](https://trello.com/b/mRrJ1xr3/fast-development) as it happens and help steer the course.
Fork this manual on [GitHub](https://github.com/futuring-architectures) and update text and images, add missing parts, or fix the typos.
:mailbox\_with\_mail: Drop a message in the [Mail](mailto:hello@futuring-architectures.com) and tell us your story. No-one is an island.
# Credits
:frame\_photo:All images used in this manual are from the [Freepik](https://www.freepik.com) library and acquired under its[ Premium subscription](https://www.freepik.com/profile/preagreement/getstarted) license.
:book: The core structure of this manual hails from the design approach described in the [Platform Scale](https://www.amazon.com/Platform-Scale-emerging-business-investment-ebook/dp/B015FAOKJ6) book. [The KeyStone Advantage](https://www.amazon.com/Keystone-Advantage-Ecosystems-Innovation-Sustainability/dp/1591393078) inspired the introduction of the [Keystone role](/extras/glossary#keystone). The Transaction and Innovation Engines take after the platform types described by [The Business of Platforms](https://www.amazon.com/Business-Platforms-Strategy-Competition-Innovation-ebook/dp/B07DTFNJWR/ref=sr_1_1?crid=ARGN963PP0TX\&dchild=1\&keywords=business+of+platforms\&qid=1587385097\&s=digital-text\&sprefix=business+of+pla%2Cdigital-text%2C248\&sr=1-1) book.
:construction\_site: Working with [Platform Design Toolkit](https://platformdesigntoolkit.com) for several years built up to [invaluable lessons](https://stories.platformdesigntoolkit.com/ing-ron-kersic-platforms-at-scale-bba1ac92fe6) of what works in platform design and [what less so](https://trello.com/c/2QqMIYW4/35-pdt-legacy). This manual retains the toolkit's overall structure, while completely reimagining the [design artefacts](/workshop/canvases).
:woman\_artist::man\_artist: [Franklin de Bekker](https://www.linkedin.com/in/franklindebekker/) guided the [Ecosystem Role Portrait](/workshop/canvases#ecosystem-role-portrait) to its current [human-centered form](/workshop/canvases#ecosystem-role-portrait). [Robin Bonke](https://www.linkedin.com/in/robinbonke/) designed the [Platform Experience Map](/workshop/canvases#platform-experience-map) and its associated game mechanics.
# Glossary
## C
### Channel
A medium of interaction between [Roles](/extras/glossary#ecosystem-role), either on-platform or off-platform. Channels both create opportunities and set constraints around a [Touchpoint](/extras/glossary#touchpoint).
### **Consumer**
An [Ecosystem Role](/extras/glossary#ecosystem-role) that generates demand and utilizes available supply on the [Platform](/extras/glossary#platform).
## E
### Ecosystem
A set of [Entities](/extras/glossary#entity) motivated to act in a certain context (e.g. an organisation, an industry, or a sector ) through exchanging value, leveraging resources or generating outcomes.
### **Ecosystem Mobilisation**
The act of better organising an [Ecosystem](/extras/glossary#ecosystem), either by amplifying its existing value creations or by facilitating higher-order ones.
### **Ecosystem Role**
One or more [Entities](/extras/glossary#entity) with common motivations to participate in the [Ecosystem](/extras/glossary#ecosystem), comparable assets to leverage, or shared outcomes sought after.
### Enabler
An [Ecosystem Role](/extras/glossary#ecosystem-role) that supports value exchanges through technologies, products and services.
### **Entity**
A person, an organisation or automated actor with specific objectives, freedom and boundaries, and resources and capabilities.
## K
### Keystone
The [Ecosystem Role](/extras/glossary#ecosystem-role) that orchestrates connections among [Ecosystem](/extras/glossary#ecosystem) members and works to increase overall diversity and productivity.
## M
### MVP
The Minimum Viable Platform is the minimum amount of [Platform Design](/extras/glossary#platform-design) for the maximum amount of learning about future versions of the [Ecosystem](/extras/glossary#ecosystem).
## P
### Platform
A business model that connects [Entities](/extras/glossary#entity) and facilitates coordinated value exchanges between them, mediated by digital services for scale, scope and speed.
### **Platform Design**
The activity of planning and executing for [Ecosystem Mobilisation](/extras/glossary#ecosystem-mobilisation) by means of a [Platform](/extras/glossary#platform).
### **Platform Participant**
An [Entity](/extras/glossary#entity) that joined the [Platform](/extras/glossary#platform)*.*
### Platform Position
{% tabs %}
{% tab title="1" %}
The expression of why a platform's curated channels, tools, and rules will attract agents seeking to exchange goods, services, or social currency.
{% endtab %}
{% tab title="2" %}
The series of architectural, technological and organisational [bets](https://basecamp.com/shapeup/2.1-chapter-07) that have to be made in order to fulfil and then maintain a platform's purpose.
{% endtab %}
{% endtabs %}
### **Platform Scope**
The opportunity for [*Ecosystem Mobilisation*](/extras/glossary#ecosystem-mobilisation) to address with [Platform Design](/extras/glossary#platform-design).
### **Platform Shaper**
The person or organisation that sets the [Platform Scope ](/extras/glossary#platform-scope)and directs its [Design](/extras/glossary#platform-design).
### **Producer**
An [Ecosystem Role](/extras/glossary#ecosystem-role) that responds to demand and contributes to available supply on the [Platform](/extras/glossary#platform).
## T
### Touchpoint
A point interaction between [Roles](/extras/glossary#ecosystem-role). It takes place at a certain moment in time, in a certain context, and with the intention of meeting specific needs.
# DiaForm™
DiaForm is a asynchronous workshop format. It provides for untarnished workshop experiences with no need for convening in one physical space. DiaForm is also low touch: empowering self-instruction and self-direction at your own pace.
It's easy enough to start a DiaForm:
* :floppy\_disk:Download [the full set](/extras/downloads) of canvases, examples, manual and instruction materials. [Familiarize yourself](/workshop/checklist) on how to put them to the best of use.
* :tv:For each step in the design process, watch the provided [instruction video](/bonus/diaform#instructions). These videos capture the instruction moments of the high touch workshop.
* :bulb:Step by step, work on the design of your platform of interest. You'll be using the collaboration tools already at hand in your organisation.
* :telephone:At [scheduled moments](/bonus/diaform#check-ins), check-in online with experienced facilitators for reflection and coaching. These sessions stand in for the high touch facilitation.
Deferring to your-preferred-collaboration tools and practices is no small matter. There's no longer the hassle of synchronising all participants on a fixed time slot. You're now free to fit with your schedule or mood—spread across days, weeks or months even.
There's also no more the costs incurred for finding, reserving, and travelling to a suitable workshop location. And who knows, it may appeal to people who would not be that attracted otherwise:woman\_tipping\_hand:
## Check-ins
DiaForm provides for scheduling check-ins with seasoned workshop facilitators. This is wholly optional and without them you will get to a valuable design outcome regardless. A check-in does inject a moment of reflection and coaching, and of taking stock of the trees *and* the forest.
Check-ins will follow your pace along the design process. One for each design layer completed is a common schedule. Condensing it to a check-ins at [Experience](/position/experience) and [Challenge](/position/challenge) layers is viable too.
Interested? [Schedule a call](https://doodle.com/mm/ronkersic/book-a-diaform):telephone\_receiver:to discuss facilitation for your DiaForm.
## Instructions
Instruction videos, along with their transcripts, guide you over the full [five layers of platform design](/). You can watch these in order of the [public playlist](https://www.youtube.com/playlist?list=PLekE2jzg2wqfDlaqxdPFySpmj3oogVTWb), or pick out individual ones from the list below:
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# VucaCanvas®
Stress the platform's design for it to become shockproof.
## For your toolbox
[VucaCanvas®](https://www.vucacanvas.com/) is a framework to shockproof organisations and communities, and prepare them for unpredictable and hyper-connected futures. The framework supports a set of canvasses and an interactive (virtual) workshop. Apply these to tweak your platform's design and have it respond well to shocks.
## Stress the platform
VucaCanvas® introduces the concept of stressors:. capacities that are helpful in coping with [Volatile, Uncertain, Complex and Ambiguous](https://en.wikipedia.org/wiki/Volatility%2C_uncertainty%2C_complexity_and_ambiguity) environments. Stressors derive from evolutionary biology and describe how complex social systems behave, develop and survive. Stressors are a present from nature:gift:
Each stressor shapes a specific capacity to shockproof and vibrant social systems:
* 
**Adaptive** - capacity to adjust
* 
**Sensitive** - capacity to be receptive
* 
**Resilient** - capacity to rebalance
* 
**Connective** - capacity to interlink
* 
**Divers** - capacity to vary
* 
**Cooperative** - capacity to collaborate
Injecting stressors into a platform's design will show up how it tends to respond to surprises and shocks. This is performed in three steps: form landscapes:point\_right:get insights:point\_right:find interventions.
* :deciduous\_tree:**Form landscapes**: the platform team stresses their design by assessing the six capacities. To assess, the elements of each capacity get scored on a sliding scale:
* :telescope:**Get insights**: the team reflects on the landscape thus formed. These observations unfold insights about the level of development of each of the capacities:
> Most capacities are well developed. The *Sensitive* capacity shows that ecosystem as a whole is not all that receptive to surprises: a single news article could have a severe impact on AirBnB's identity and image. The *Connective* capacity uncovers that there are little to no mechanisms to shift negative sentiments. There is a seeming lack of a just cause and the network seems to benefit from financial benefits mainly.l
* :zap:**Find interventions**: the teams gathers the insights to have a top 3 of interventions emerge. Each interventions is aimed at changing patterns in the ecosystem and bringing the platform to a next level.
> 1. Design and enable ‘deep learning’ within the platform to better understand collective patterns and behavior.
> 2. Reshape the network around a ‘just-cause’ f.i. create a sustainable network which is not threatening the cohesion in neighborhoods.
> 3. Reinforce and communicate a set of values for the network to guide hosts and guests in their connections and travels (example: Patagonia).
## Start organising
A workshop can be facilitated on-location (4-50 people). An inspiring event using canvasses, Duplo bricks and conversation to stress the social platform and discover insights and interventions. Alternatively, a workshop can be facilitated on-line (4-10.000 people) using an interactive learning platform with sense-making and meaning-making software.
There is the possibility to hold your own workshops by joining an (online) accreditation training.\
Find more information on [www.vucacanvas.com](https://position.futuring-architectures.com/bonus/www.vucacanvas.com)