Adrienne Marie Brown’s “Emergent Strategy” delves into creating change by understanding and mimicking natural systems. Brown emphasizes that natural systems are inherently adaptive, resilient, and interconnected, and she believes that social movements can learn valuable lessons from these characteristics. The other important principle, according to Brown, is that of “emergence”: complex systems and patterns formed from the bottom-up interactions of simple agents. This is how the flocking of birds or the self-organization of ecosystems may occur in nature. It is against this backdrop that he believes social change will be much more possible to attain if it could follow the same principles: focused on small, local actions that build in concert into large systemic changes. This approach is inherently flexible and resilient since it does not depend on one weak point. One of the most interesting parts of Brown’s approach is how she focuses on relationships and interconnectedness. She draws parallels between the interconnectedness in natural systems and the importance of relationships within social movements. By fostering strong, healthy relationships and networks, movements can become more robust and capable of enduring challenges. This relational approach underscores the importance of empathy, collaboration, and mutual support in driving change. Brown also introduces the concept of “fractal” thinking, where small patterns reflect larger systemic patterns. This means that the values and practices we adopt on a small scale, such as within our organizations or communities, should mirror the larger changes we wish to see in society. For instance, if we aim for a more equitable and just society, our internal practices should also be equitable and just. This alignment ensures coherence and integrity in our efforts to create change. Now let’s take Brown’s concepts and apply them to the creation of our transformational maps. First, let’s live in a space of emergence, connectedness, and fractal thinking: We begin with small, controllable projects in our own community that are exemplary of larger-scale change; project designs should be adaptable and scalable. Building and maintaining sound relationships is also crucial among our teams and between ourselves and community partners. This involves active listening, empathy, and mutual support. Let our everyday practices and institutional culture express the more systemic changes we seek to accomplish. For example, if we are advocating for environmental sustainability, our projects should incorporate sustainable practices. Promote a leadership model that is distributed and shared, rather than centralized. This empowers more individuals to take initiative and contribute to the movement Be open to learning and adapting based on feedback and changing circumstances. This flexibility allows us to stay responsive and resilient in the face of challenges. By adding these principles into our work, we can create transformational projects that not only address immediate issues but also contribute to long-term systemic change. Brown’s approach reminds us that meaningful change is often a gradual and collective process, rooted in the natural rhythms and patterns of life.