Tools for Culture Design:

Joe Brewer is a complexityresearcher and evangelistfor the field of culturedesign. He is culture edi-tor for is view of lifemagazine, co-founder andeditor for Evonomics

magazine, and researchdirector for eRules.org He

lives in Seattle and travels theworld helping humanity make the

transition to sustainability.

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IllIONs Of dOllARs ARE sPENT EAcH YEAR BY cORPORATE

marketing departments1, public relationsfirms2, government agencies3, and nonprofitorganizations in attempts to change socialbehaviour and tackle complex cultural issues.

All of these efforts are attempts at “culture design”– applying some kind of design thinking that cul-minates in changes to social norms and culturalpractices4. Yet, these efforts are seldom integratedwith the scientific study of cultural evolution,either conceptually or methodologically. eyare rarely approached systematically or withmethodological rigor. As humanity confronts amaelstrom of interdependent risks in our rapid-ly changing world, this is not good enough.luckily, as I’ll argue here, we can do much bet-ter with existing tools and knowledge that areready to be deployed today.We are entering a precarious transition forhumanity – for the first time in our history, plan-etary limits have been reached5 and economicgrowth (as it has been practiced up till now)threatens our very existence if we don’t changeour dominant cultural paradigm6. e great chal-lenge of this epoch is planetary stabilization. Newcategories of systemic risk accompany globaliza-tion7, such as ocean acidification, resource deple-tion, rising sea levels, loss of top soils, and build-up of greenhouse gases in the atmosphere. eseare among the ecological components. Add tothem a suite of social and political issues such asextreme wealth inequality, global poverty, systemat-ic violence against women, the debt crisis, militant

religious extremism, and structural instabilitiesin global finance – to get a sense of what we’reup against. Will humanity garner the capacity todesign and manage cultural systems to keep ourcivilization within the planetary boundariesessential to our survival?e key issue is one of intentionality. Right nowwe lack the ability to take collective actions atthe required scale. Even when unity of voice isachieved about a certain direction – say that themainstream publics of the world want affordablehousing, decent wages, and dependable jobs –there is no ability to make it so. is lack ofintentionality becomes urgent in the face ofimminent ecological collapse. We currently lackthe ability to save ourselves even if the majority ofus chose to do so. In an article titled “Evolving thefuture: Toward a science of Intentional change”8,david sloan Wilson and his co-authors express theproblem succinctly: Science should be an importantagent of change, and it is; but it is responsible for asmany unwanted changes as those we desire. Even thedesired changes can be like wishes granted in folk tales,which end up regretted in retrospect. Despite somenotable successes […], our ability to change our behaviorand cultural practices lags far behind our ability tomanipulate the physical environment. No examples of sci-entifically guided social change can compare to putting aman on the moon.Just as we find ourselves in greatest need, a new capacitycan be brought into existence that enables us to shapethe evolution of cultural systems at the local, regional,and planetary scales. is capacity is nascent across manyknowledge domains. It will require a grand synthesis ofmany different fields that have been siloed in the past. Icall this transdisciplinary synthesis “culture design” andwill make the case for birthing it in this article.culture design is the integrated practice of (a) treatingcultural change as a complex adaptive system; (b)studying the mechanisms and drivers of culturalchange, including trend analysis and emergent socialbehaviours; (c) applying design frameworks based onthis approach to identify operating parameters forsocial systems and (d) guiding the evolutionaryprocess of social change toward safe zones withinthese operating parameters.

J O E B R E W E R

T O O L S F O R C U LT U R E D E S I G N :TOWARD A SCIENCE OF SOCIAL CHANGE?

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e keystone pillars of this field – which compriseshundreds of existing domains of research and prac-tice – are complexity research, cognitive science,and cultural evolution. ~ complexity research looks at the interactionsamong many parts that give rise to novelty in physi-cal, biological and social systems. It includes topicslike the study of tipping points, feedback loops, rulesof local interaction, emergence of global behaviours,dynamic attractors, and so forth9.~ cognitive science brings together all that is knownabout human thought and behaviour. It looks at theneural processing of language10, how emotions shapereasoning11, why the body and brain interact in pro-found and subtle ways that give rise to the making ofmeaning12, and much more.~ cultural evolution is the application of evolutionaryprinciples to the emergence of fitness criteria for ideapropagation13. It looks at the spread of ideas and emer-gence of new cultural traits in social systems at theinterpersonal and institutional scales.Taken together, these knowledge domains enabledesigners to engage in the many practices of “appliedmemetics” – uncovering the patterns of social changethat arise when ideas and behaviours spread acrosssocial systems. e skills of this craft include creationof viral media events14, shaping of cultural mytholo-gies15, crafting of social policies16, diffusing innova-tions of both technical and social nature17, and ahost of social analytics for monitoring and shapingthe process throughout.We are now entering a new phase of socialresearch, where the deluge of user data from oursmart devices and sensor networks can be minedwith unprecedented scope and precision18. Withthis flood of data comes a new suite of tools forcultural research. Tracking interactions onsocial media. Analyzing and visualizing senti-ment and moods on Twitter19. Observing theevolution of social graphs on sites like linkedInand facebook20. monitoring user behaviour onmassive interaction platforms through socialgaming21. And so much more.

L E T ’ S L O O K A T A N E X A M P L E

– S A F E G U A R D I N G T H E

H I M A L A Y A N W A T E R S U P P L Y

consider one of the most important strategicreserves on Earth – the Himalayan water supply.more than 3 billion people depend on the hydrol-ogy of this region for their survival. e International centre for Earth simulation paintsa sobering picture of the complexities inherent to this

region22: “e Himalayas are a young seismicallyactive mountain range arching across the Tropic ofcancer in Asia with over 100 peaks exceeding 7000meters that are still being pushed upwards by thetectonic collision of the northward moving Indo-Australian Plate with the Eurasian Plate. emountains extend for 2,400 kilometres in lengthand between 150 kilometres in width at the east-ern end to 400 kilometres width in the west.”High altitudes have induced the formation ofover 35,000 glaciers within the Himalayas, form-ing the source of major river systems that flowboth north and south into neighbouring coun-tries. e mountains also play a major role in theflow and direction of large-scale monsoonweather systems that regularly impact the region.Geologically, the Himalayas and their imme-diate surroundings are often referred to as a‘ird Pole’ of Planet Earth. e region suffersfrequent large-scale disasters from earthquakes,avalanches, mudslides, rock falls, floods, andextreme weather events. In addition, the glaciersare in serious retreat due to global warming, andthere is a shift in much of the biological makeupof the region due to such warming. safeguarding this water supply is a grand challengefor culture design. e populations of fifteennations directly depend on the Himalayas – a diver-sity of peoples who speak dozens of different lan-guages, practice many different world and indigenousreligions, operate under very different systems of gov-ernment, and have a long history of economic interde-pendence juxtaposed with sporadic military conflict.Technical fixes are a necessary, but clearly quite insuffi-cient, component of this challenge. e Himalayas currently lack a commons-based man-agement framework for governance. As the politicalscientist Elinor Ostrom has shown, there are eightdesign principles at play in every culture that has suc-cessfully managed common pools of finite resourcessuch as grazing land, forests and irrigation waters, min-ing rights, and hunting territory23. define clear groupboundaries. Ensure the rules for decision-making alignwith local needs. make sure those effected by the ruleshave the ability to change them. develop a system formonitoring behaviour for members of the group. usegraduated sanctions for rule violators. And so on.Tried-and-true approaches have always had these fea-tures in them. e Himalayan water supply will needthem as well.e absence of a commons-based management frame-work is only one component of a culture design strat-egy. It demarcates the presence (or absence) of legiti-mate governance structures that build on the social

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dynamics of human group behaviour. is meetsone set of criteria for guiding the evolution of culturethroughout the region. It too, is necessary but notsufficient. design criteria for decision-support mustbe used to tell us which cultural traits are helpful inthe institutional framework – including the relevantvalues associated with participation, accountability, andempowerment – that make collective action viable forshared management.still missing are the many dynamic elements showingfeedbacks, tipping points, local rules of interaction,and so forth that give rise to emergent behavioursacross the region. Also missing is the rich ethnographicknowledge about cultural history, narrative identities,commonplace understandings, belief systems, etc., allof which together reveal how ideas may spread (or gar-ner active resistance) across the landscape of ever-changing social relationships. Yet already we can see how a culture design approachsheds light on these issues. e challenges involvenuanced understandings of the emergent patternsinvolved. Tools from complexity research are essentialhere. ey require sophisticated social research into thecultural norms, value systems, and ideologies of the dif-ferent peoples involved. e cognitive and social sci-ences are well suited to do this. And change processescan only be guided if their evolutionary underpin-nings are adequately understood. is is the role forapproaches and insights from cultural evolution.charting a course toward preservation and long-range management will be key to success for theHimalayas. It will involve many years of work –likely spanning two to three decades, possiblyextending indefinitely as an ongoing policy feed-back process – recruiting urban planners, policyanalysts, communication experts, ethnographicresearchers, cultural historians, environmentalscientists, legislators, and more. Experienced practitioners of organizational andcultural change may ask how all of this gets coor-dinated. Are there checklists or frameworks tofollow? What gets prioritized first and how is theeffort managed? e process can quickly becomemired in conflict as different groups set theirown priorities and attempt to own the outcomes.ese too are culture design elements. manytools are commonly used for project manage-ment, strategic planning, collective storytelling,group facilitation, and process improvement.Bringing together the right balance of existingtools – and creating new hybrids when needed –will be the practice of the culture designer.is example shows why a new synthesis is need-ed. many diverse bodies of knowledge and fields ofpractice remain separated into silos. Each has its

own peer-review processes, standard publications,conferences, and professional societies. e resultbeing that no effective process of intentional socialchange is being guided through the birthing stage.All of the pieces are there but they are not inte-grated As systemic risks for region and planetgrow more treacherous with each passing year,the absence of a coherent culture design frame-work is very sobering indeed.

S E E I N G T H E P O W E R O F

C U L T U R E D E S I G N I N

A S U C C E S S F U L S O C I A L

M O V E M E N T

At this point you might be wondering if it iseven possible to tackle grand challenges likethe Himalayan water supply. What tools areavailable to do this ambitious work? How canyou trust that they will be effective? e scepti-cal response would be to say that no one hasever attempted, let alone succeeded, at culturedesign on this scale. ere was a time when Iheld this view myself – until I learned about thesuccessful social movements of the modern Era.seeing them in action, we can begin to articulatewhat they did that was so powerful and whichtools they used to achieve their goals.let’s start with one of the most successful socialmovements in history. e rise of corporate capital-ism to world dominance in the last 300 years sup-planted the monarchic and feudal empires that camebefore. It spread across the Americas, Europe, Africa,and Asia, while also assimilating hundreds of indige-nous cultures into the domain of modern marketeconomies. e 20th century saw the rise of nationstates around the world, accompanied by the establish-ment of global institutions and intergovernmentalbodies that promoted a particular vision of “free mar-ket” corporatism through trade agreements, regulatorybodies, economic development frameworks, andnumerous financing instruments.What is often overlooked in this epic pattern of culturalchange is how it was orchestrated by elite communitiesthroughout key developmental periods. for the sake ofbrevity, I will focus on one of these periods – the rise todominance of Neoliberal ideology as guided by themont Pelerin society (mPs) starting in the 1930’s in theunited states24. e mPs was formed in response tothe New deal when a small group of intellectuals andwealthy business tycoons gathered against the spreadof mainstream hostility toward their laissez-faireapproach to economic policy. eir ideas hadbecome unpopular and were marginalized during aperiod of ambitious socialism, as observed in the


explosive rise in union membership, cooperativelyowned businesses, public banks, and the creation ofa social welfare state (insured banking, minimumwage, public health care, retirement benefits, unem-ployment insurance, and so forth).e power of these socialist ideals was so entrenchedthat the mPs fought a losing battle for the hearts andminds of the citizenry until the mid-1970’s. As docu-mented in the famous Powell memo25, a strategy wasput forth to build a vast network of think tanks andcommunication platforms starting with the Heritagefoundation and growing to the current level of 300-400institutions26 in a coast-to-coast meshwork of publicrelations apparatus funded to the tune of usd1 billionin the 1990’s when revenues were estimated27. ey haveonly grown in size and breadth since then. e first major win for the mPs was the election ofRonald Reagan to the White House in 1980. A parallelprocess was underway in the united kingdom underthe atcher Administration. e mPs movement wasglobal in scope from its inception. I am focusing sole-ly on the us developments here. is was quickly fol-lowed by placement of Neoliberal ideologues inlocal, state, and federal offices across the unitedstates and also among key academic departments atelite universities. Of particular note were theendowed faculty positions in economics and busi-ness departments.As the Neoliberal movement gained momentum,it was able to enact investor friendly policiesacross all levels of government – including in theformulation of debt repayment programs at theInternational monetary fund and World Bankand through trade agreements like the NorthAmerican free Trade Agreement and the cur-rent developments for the Trans Pacific Part-nership that is its predecessor. e institutionalpower to quell dissent became so strong thatthe field of economics is dominated by Neolib-eral ideologues to this day, despite the fact thatevery theoretical assumption underlying itsintellectual foundations (in what is known asneoclassical economics) have been known to befalse for decades28. Even the collapsed globalfinancial system in the Great Recession of 2008has hardly made a dent in their planetary-widecontrol of economic development.e sweeping success of this social movement isdifficult to overstate! Realizing the extent towhich it arose through coordinated efforts may besobering in its own right, and yet it demonstrateshow cultural change can be orchestrated at verylarge scales that span the entire globe and arisethrough periods of time longer than an individual

lifespan. culture design can be done. e questionis whether it will be used in the service of life andhumanity – or, as it has so far, to consolidatewealth and power in the hands of a tiny elite. ismay well be the defining question for our times.

T O O L S A N D O P P O R T U N I T I E S

– B I R T H I N G T H E F I E L D O F

C U L T U R E D E S I G N

I started this article with the observation thatbillions of dollars are spent each year on crudeattempts at social change. is shows boththat people already recognize the value of cul-tural evolution (even if they don’t understandit in this way) and that there is room for majoradvances in the efficacy of these investments tocreate positive impacts on the world. is is the silver lining of efforts like the NsApractice of illegal wiretapping and misinforma-tion campaigns to confuse the public about thehealth risks of smoking or the science of globalwarming. At face value, activities like these areclearly harmful and need to be addressed immedi-ately. Yet, these attempts at social control are crudeand largely ineffective in the long run because theycontradict the human tendencies to challenge illegiti-mate authority and to respond to perceptible changesin our social environments. We are a social animalthat hates to be oppressed. And we are a symboliccreature that builds dream worlds of ideas that we thentransform into the structures of our cultural reality.One way to think about the current predicament isthat humanity has been gradually cultivating thecapacity for culture design for more than a century –through our efforts to craft social policies, use advertis-ing to shape consumer behaviour, deploy military andfinancial resources to gain power and create marketeconomies, and so on. What we have not done well isapply these skills for the betterment of everyone. is is why our world is now so perilous. Our unsys-temic attempts at culture design of the last century havecreated all manner of systemic threats. Two examplesmake this clear – terrorism and the student loan bubble.Terrorism is the indirect consequence of post-colonialactivities of wealth extraction, whereby those who con-trol financial capital have created the conditions ofwidespread desperation (the ideal birthing ground ofreligious extremism) so that they could hoard unimag-inable amounts of wealth. is may have benefitedthese elites in the short term. But it threatens every-thing they hold dear in the form of “blowback” out-bursts of violence that were unintended conse-quences of their actions.


similarly, the architects of public education neverintended the deflation of credentials that have madecollege degrees a minimal requirement for most liv-ing wage jobs. And so they didn’t intend to create asituation where people who could not afford thetraining required to earn a living would find it neces-sary to accumulate massive amounts of personal debt– to the tune of usd 1.2 trillion in the united statesalone29. is has led to a kind of debt serfdom for anentire generation of workers and planted seeds for rev-olution that fuelled recent uprisings in Egypt, Tunisia,Brazil, mexico, spain, Greece, and the united states.e field of culture design is stuck in an adolescentmode and we need it to grow up quickly. To do so,we’ll need to take an iterative approach – applying thecrude tools we have today to the practices of culturedesign as a culture design process. is is why I have setout to create a research centre on culture design forplanetary thriving. It doesn’t yet exist, but when itcomes into being it will include a suite of existing toolsthat are “shovel ready” right now. for the discussionhere I will not attempt to be comprehensive, optinginstead to be suggestive with the following categoriesof tools that can be used for culture design work.

S T R A T E G Y D E V E L O P M E N T A N D

S C E N A R I O P L A N N I N G

Practitioners trained in future studies, project man-agement, brand formulation, and business develop-ment use a variety of tools to achieve their goals.ey create strategy maps and use balanced scorecards. conduct visioning exercises and focusgroup studies. convene diverse constituents tocreate “power maps” of political influence andcommunity assets. ey do exercises in businessmodel creation and competitive analysis of thesector they operate in. Hundreds of frameworksexist for doing these kinds of strategy develop-ment work.

D I S C O U R S E A N A L Y S I S A N D

E T H N O G R A P H I C R E S E A R C H

ose who work with language and the spread ofideas are well aware that information is structuredinto discourses that can be analyzed using a vari-ety of different tools. mapping the conceptualmetaphors and mental models is essential formaking sense of the ways that people perceive andact on the topics around them. Active and passiveforms of ethnographic research are commonly used– field surveys, structured and open-ended inter-views, participatory reflections, and descriptiveanalyses are routinely done by social scientists. Addto these the techniques of media studies – close-textanalysis of written materials, elucidation of visual

design elements that communicate in certain ways,frame analysis of semantic content to see howthoughts are constructed in active language use,and so on.

M A R K E T I N G A N D

C O M M U N I C A T I O N S

e art of storytelling is now quite advanced.People know how to write press releases, sum-mary reports, and research studies. ese aresupplemented and enhanced by visual designof infographics, brand logos, internet memes,posters, web videos, and other kinds of more-than-text media. long-form storytelling is nowquite powerful in the extended television seriesformat used by cable and live streaming inter-net companies. flash animation films, docu-mentaries, feature films, music videos. e listgoes on and on.

G R O U P F A C I L I T A T I O N A N D

C O M M U N I T Y O R G A N I Z I N G

A growing number of practitioners are skilled atgroup facilitation and community organizing. eyhold public hearings, hackathons, open space meet-ings, and design processes of many kinds. so manytools exist in this space that it is difficult to knowwhere to begin. e “art of hosting” and “dynamicgovernance” communities are very sophisticated atthis point in time.

M O D E L I N G A N D S I M U L A T I O N

dealing with real-world complexity means using thebest research tools available. With the advent of digi-tal computers came an endless flood of mathematicalmodels for studying complex phenomena. We donumerical weather prediction to create local forecasts,simulate collisions to improve the safety of our auto-mobiles, and observe the molecular interactions of syn-thetic drugs in the body to tackle deadly diseases It is atruism of 20th century science that we don’t knowsomething unless we can model its behaviour. simula-tion-based research includes high performance comput-ing, numerical estimation, scientific visualization, andmany other technical areas where the tool kits arediverse and very advanced indeed.

Already we can see that there is great promise for thefield of culture design. What is needed now is a com-pelling vision for (1) planting the idea that we can andshould do this and (2) that it is practical to do so today.my hope in sharing this brief introduction to the “toolspace” of culture design is to convey how much is pos-sible to achieve with what we already have at our dis-posal. e next challenge – which I am enthusiasti-


cally cultivating a community of culture designers toaddress – is to launch the first institutional researchenvironment for integrating the pieces. Two partnerships I’ve cultivated in the last few yearsare illustrative of where this is going. I had the greatpleasure of helping conceptualize the vision for theInternational centre for Earth simulation (quotedabove), whose mission is to build a high performancecomputing facility in Geneva, switzerland dedicated tomodelling the whole Earth system30. And now I havetaken up residence as an editor for the Evolution Insti-tute31 where we are beginning the work of applying evo-lutionary thinking to all manner of economic, political,and moral issues.is blending of cultural evolution with a complexityapproach to planetary change is meant to weave the pil-lars of knowledge from these domains into the field ofculture design – a critical early step on a long journeythat remains for an entire generation of culture design-ers to build upon in the decades ahead.

I N C L O S I N G ,T H E E T H I C A L Q U A N D A R Y

Having considered the promise of culture design (pre-serve water supply for the Himalayas) and its darkside (how elites can manipulate to gain control overmajor swaths of the global economy), we are left inan ethical quandary. is nascent field is alreadytaking form. It currently goes by labels rangingfrom advertising and marketing to policymakingand business strategy. What it lacks is integration across fields and theever-important conversation about ethics. Ashumanity gains this ability to intentionallyguide social change, how will we ensure it isused for the highest good? And who decideswhat that highest good is anyway? It should beobvious that I am an advocate for acceleratingthe development of this field. my reasoningdoes not absolve the discussion about ethics orresolve its central challenges. Indeed, thosechallenges have yet to be publically vetted orarticulated at this early stage in the process.What my argument attempts is to draw on asobering observation – the tools of culture designhave so far mostly been used in clandestine waysto advance unpopular and destructive social poli-cies. Whether we use them or not, this activitywill continue unabated until it is addressed. is isnot without a hint of irony, considering that only aculture design process can bring an end to theunethical use of culture design tools.Go back and read that last sentence again. Wedon’t have a choice about using culture design.

What we dO have a choice about, as a global com-munity, is how it gets used. And so I leave you toponder this. What do you feel is the best way tomove forward from here?I for one am going to continue to write about andapply culture design principles in the public light.It is my way of democratizing this powerful bodyof tools and knowledge. If everyone knows aboutculture design, then no one can use it againstsomeone else without his or her knowledge.While this principle may be difficult to apply inpractice, harder still would be the managementof activities that reside beyond the horizon ofignorance. e risks we don’t know about arethreats that cannot be managed.

Onward, fellow humans.

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1 laya 2011, Do You Pay Enough for Advertising?2 Booz Allen Hamilton 2014, Reaching Forward: Invent-

ing the Future.3 e minerva Initiative 2015, Program History and

Overview.4 Brewer 2015, Taking Control of the Planet.

5 Rockstrom et al. 2009, Planetary Boundaries.6 klein 2014, is Changes Everything.

7 Goldin & mariathasan 2014, e Butterfly Defect.8 Wilson et al. 2014, Evolving the Future.

9 Waldrop 1993, Complexity.10 feldman 2006, From Molecule to Metaphor.

11 damasio 1994, Descartes’ Error.12 varela et al. 1993, e Embodied Mind.

13 Richerson & christiansen 2013, Cultural Evolution.14 Nahon & Hemsley 2013, Going Viral.

15 Holt 2004, How Brands Become Icons.16 Weimer & vining 2005, Policy Analysis.17 Rogers 2003, Diffusion of Innovations.18 Rudder 2014, Dataclysm.19 mislove et al. 2010, Pulse of the Nation.20 Wick 2014, What Facebook’s Evolving Social Graph Means.21 Yee 2006, Motivation for Play in Online Games.22 IcEs foundation 2014, e Himalaya Project.23 Ostrom 1990, Governing the Commons.24 Jones 2012, Masters of the Universe.25 Washington and lee school of law 2015.26 Thunert 2013, Conservative Think Tanks in the United

States and Canada.27 callahan 1999, $1 Billion Dollars for Conservative Ideas.28 Beinhocker 2007, e Origin of Wealth.29 Rayfield 2015, National student loan debt reaches a bonkers

$1.2 trillion. 30 IcEs foundation, <http://www.icesfoundation.org> [Retrieved

15 may 2015].31 e Evolution Institute, <http://www.evolution-

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