I have a project with the following details

Suggested structure
Title
Introduction (150 words)
• Identify purpose of the document
• Identify and introduce your chosen societal challenge case study (Bristol food system or your
own choice).
• Introduce and define key concepts/ideas relevant to your report, such as realising visions,
organisation for sustainability, vision into practice, societal challenges (with reference to
academic literature), etc.
• Outline the vision of change linked to your case study (not YOUR vision, but that of the
actor(s)/persona which you are adopting in your journey mapping) (identify sources of
information you have used to identify this vision)
• Justify your choice of case study as a topical and recent example of sustainable organisation/
organisation for sustainability (data on significance if available, references, links to global
challenges)
PART 1: The problem (suggested word count: 500)
i. Consider questions related to the problem that is the focus of your proposal (What are the
actor(s) trying to achieve? What is known/unknown? Link your case study to global/theoretical
concepts/ideas).
Consider literature on how the intended vision might be pursued/achieved. (For example, how might
we pursue a sustainable food system in Bristol? What are some of the key individual elements of this
challenge which need to be addressed? What kinds of actions and actors are needed?) The context is a
complex, uncertain, multi-jurisdictional challenge which requires coordinated and collective leadership
efforts of multiple actors, including organizations, governments, civil society organizations, and
academia. Better reports will include evidence of possible contributing factors of the societal
challenge (problem) to make sure the focus is addressing the root causes of the issue and not the
symptoms.
You are NOT expected to be an expert on food systems or on the conditions of Bristol’s food system.
This is about a process of considering how to take action. What kinds of questions/actions should
actors have taken to understand the challenge and to identify appropriate actions/processes? Refer to
key module concepts (see page 1 above).
3
ii. What approach has actually been undertaken in your case study? Again, refer to key module
concepts. Cite evidence from your sources (reports, websites, verbal evidence, etc.)
What are the possibilities and limitations of the approach which was taken/outlined?
Clearly state the scope of your analysis – timepoints, based on secondary data. What exactly are you
analysing/mapping? Justify any limits which you have put on the scope of your work (e.g. why are you
just focusing on actions from a particular year onwards?).
Assumptions may be identified here. In this task, this is about comparing what the literature says
about addressing complex challenges, and about sustainability/sustainable development, with the
approach of /basis for actions taken in your case study. For example, is there evidence that the
actor(s) believe that:
• individuals, organisations and society need to shift values, thinking, policies and practices towards those
that can help ensure a viable future;
• societal challenges are characterised by complexity and uncertainty;
• societal challenges present ethical challenges and dilemmas;
• societal challenges are marked by rapid change; or that
• sustainability requires learning that engages and develops the ‘whole person’: affective, cognitive and
practical dimensions and abilities, and in relation to ‘real-world’ issues and concerns?
What are the underpinning beliefs which the actors are taking for granted? You should try to track
these through your journey map (what is the evidence for these assumptions/beliefs? What are the
implications of them? How do they inform the actions taken/ stakeholders engages with/ objectives
set?). N.B This is the likely to be the hardest element of the assignment for many people. If you are
struggling, just focus on the other elements of the task.
PART 2: Vision-into-practice (suggested word count: 750-1,000)
You need a short introduction paragraph to this section. Introduce your journey mapping process
before introducing your map.
Part 2 suggested structure
i. Refer back to Part 1B and move forward. What is the Bristol food context? What is the vision?
Whose vision is this? What is the process you have analysed? Timeline/scope considered. Refer to
relevant literature and documents. Links to Zone A in map.
ii. What was your journey mapping process? How did you arrive at themes? Refer to module
concepts, relevant literature and documents. Guide reader on map contents. Provide discussion to
accompany the map (here, particularly relating to Zone B in map).
iii. Present journey map.
iv. Key summary points/insights gained from map. Links to Zone C of map but also draws together the
overall insights which you have identified. These will lead into Part 3 of the report/proposal.
Journey map template
Remember to consider what the BEST pieces of evidence are. What are the informative bits of the
journey? Use your narrative WITH the map to present your analysis of the journey.
Remember to identify/label ‘zones’ A-C in your map. If you choose to create your own template, you
must still label the horizontal sections of your map so that readers understand what they refer to. The
key objective is that you illustrate the journey (identify key phases and in each phase provide evidence
of what happened, who ‘owned’ key phases, what the results were – ‘emotions’, outcomes, etc.) and
do all of this with reference to modules concepts and academic thinking.
Zone A
1.Actor(s)/persona: Who is the journey map about? Whose decisions/actions are you mapping here?
Identify those involved in the relevant evidence you have collected (reports, websites, videos, etc.). This
will not just be ONE person but more likely a collection of people who you can explicitly identify. Tell us
why you have chosen this persona. Better discussions in the text of your proposal will note who is
missing. Remember, you have text and the map to tell the story.
2.Scenario (vision and objectives/goals): The scenario describes the situation that the journey map
addresses and is associated with the actor’s goal or needs and specific expectations. What value are
they trying to create? This must be based on evidence; these are not your proposed goals. Remember
to consider the whole timeframe which you are analysing. This will link to earliersections of your report.
4
5
Zone B
3.Journey Phases: Journey phases are the different stages in the journey. It is suggested that you focus
on three, and no more than four, phases of the journey. These phases set the columns/vertical sections
of your map. You should reference modules concepts here (1-3 per phase). Phases may, for example,
be linked to time period/particular initiatives. You should identify which module concepts characterise
each phase.
4. Actions are the practices and steps taken. This component is not meant to be a granular step-by-step
log of every discrete interaction. What are the key actions/events in the journey? What evidence can
you point to of these actions/events? In the text you discuss why you have focussed on these
actions/events. How do they link to relevant module concepts?
5. Mindsets/ users’ thoughts, questions, motivations, and information needs at different stages in the
journey. What were your actors(s) thinking, asking in each phase. Include a few examples for each phase
which demonstrate changes or stability of thinking. These should correspond to the actions/events
identified in 4. Look for relevant quotes and/or images from secondary data. Remember to cite the
source materials, e.g. videos, reports, websites, verbal information, and so on.
6. Emotions should be plotted as single line across the journey phases, literally signalling the emotional
“ups” and “downs” of the experience (from the perspective of your actor(s)/persona. Think of this line
as a contextual layer of emotion that tells us where the user is delighted versus frustrated.
Zone C
7. Opportunities: What were the opportunities arising in/from each phase? Where could practices have
been improved? Were opportunities created/co-created?
8. Ownership: Who was responsible at each stage (individuals, organisations, particular actors/
stakeholders)?
Remember to complement the map with your text. You need to analyse and evaluate, not just
describe.
You MAY choose to include different ‘lanes’/horizontal themes in your map. If so, clearly explain
WHY these are key to analysing this journey.
ALL evidence included in your map (quotes, statements, images, etc.) need to have the
source identified.
Map to be followed by section iv of Part 2 (focused on insights). What can we do with this
data/information which you have drawn together in your map and text? What are the insights from
analysing it? What can we learn from this case study? What could be done better?
Have you uncovered moments of frustration and/or delight by reviewing the journey? How can these
be explained in order to identify opportunities to avoid ‘pain points’ and to alleviate fragmentation in
future action? Where have sustainable and ethical practice been achieved? Where have unintended
consequences arisen? Was there unexpected, positive, negative and/or uneven value created for
certain stakeholders relative to others?

Part 3: Taking Action (suggested word count: 500) What might your actor(s) now do to move closer to
their vision, learning from the insights/lessons which you have drawn from your journey mapping?
What needs to be done to create positive social change and transformation to address societal
challenges?
More advanced reports may include reference to literature on reflexive practice and on critical and
creative thinking. How do you turn insights into action? How does this mapping analysis link to processes
of problem analysis, development of future scenarios, and transformation?
Identify and discuss 3 recommendations and/or barriers for future work relating to your choice:
3.1
3.2
3.3
Your 3 recommendations need to follow on from your analysis and evaluation illustrated in your journey
map. Keep in mind to focus these recommendations/barriers on what is viable and under what
conditions, in what context. Consider barriers which might prevent desired change/ transformation.
Again, remember module concepts and the broader context in which change required for achieving the
vision needs to take place within. Provide a critical account of what is required to organise action and/or
to consciously implement interventions to create transformation and positive social change. Draw upon
examples highlighted in your journey map in relation to the selected societal challenge.
Final remarks/ Reflecting-in-practice (350-500 words)
Conclude your critical analysis and evaluation and offer final insights. Please do not simply repeat
what you have already told us. Reflect on the individual case study as an example of implementing
vision into practice and of the usefulness of journey mapping in conducting the evaluation of this case
study.



Now,for Part 1, i have written the following :
TITLE : Navigating Sustainability: A Case Study of the Bristol Food System in Proposing Solutions to Challenges for Sustainable Food Organizations
INTRODUCTION:
The multifaceted role of this proposal of a sustainable food organization is highlighted in this all-encompassing overview. It focuses on the interaction of key elements such as activities, flows, stakeholders, technologies, and sustainability in the design of an innovative and sustainable agri-food value chain model (Corallo et al., 2023). The proposal underlines the requisite strategic approach to tackle environmental concerns and climate change-related challenges through sustainability’s promotion as an integral feature for societal progress. The proposal suggests the need for a framework law on sustainable food systems to foster human and planetary health and direct innovation towards more sustainable farming, food processing, and consumption (Poppe, 2023).
Bristol’s method of food system organization is an exceptional example of sustainability with its innovative and comprehensive approach. The city of Bristol is currently exploring the obstacles faced by its food system as it strives to develop a robust and adaptable plan. The food system in Bristol faces various societal challenges, including food waste, nutrient overload in water systems, food security issues, energy and carbon footprint, plastic contamination, sewage system blockages, and difficulties in recycling sewage and wastewater (Carey, 2013). To address these challenges, the city is focusing on reducing residential food waste and processing, as well as improving resilience and economic efficiency in the food-energy-water nexus (Wood et al., 2023). The goal is to transform Bristol into a sustainable food city by involving citizens and decision-makers and implementing effective mechanisms for planning and change (Ruben et al., 2021).
To achieve long-term resilience in the face of these challenges , Bristol recognizes the interconnectedness of its food system while also identifying strengths and vulnerabilities (Carey, 2013). Urban agriculture has a vital role to play in increasing this resilience , building community bonds via diverse local supply networks that promote healthier eating habits while supporting social justice initiatives at every level (Mark, 2014). The city council can contribute to resilience and social justice by implementing interventions such as procurement policies, urban planning, and supporting urban agriculture initiatives (Reed and Keech, 2017). The development of urban food policies is a shared responsibility between the city council, private sector, and voluntary sector actors. The food policy in Bristol is seen as a social movement, with activism aimed at sustainability and inclusivity (Black et al., 2023)
Taking together, these studies outline how critical Bristol has become as a contemporary illustration of sustainable organizational practices when it comes to resource management.
PROBLEM :
Bristol’s food system stakeholders are working towards a sustainable, resilient and inclusive food plan (Carey, 2013). This objective is being achieved through grassroots networks and social movements that aim to impact policy-making processes at the municipal level (Reed, 2019). The city’s urban food policies are perceived as contested arenas where more equitable narratives around nutrition can be cultivated (Moragues-Faus, 2015), whilst emphasis is also placed on promoting participatory measures with broad socio-economic appeal in order to secure just culinary futures for all citizens under state patronage.
Available secondary data shows that the analysis of Bristol’s food system covers a period from 2016 to 2021. This timeframe coincides with the initiation of the Bristol Going for Gold project aimed at promoting involvement in Good Food Movement through six themes, which include purchasing superior quality food products; consuming healthy meal options; minimizing waste production related to edible items and backing communal endeavors regarding urban cultivation and equitable access to dietary essentials.
Carey (2013) highlights the importance of a comprehensive approach involving citizens and city decision makers in achieving a sustainable food system in Bristol. Reed (2019) suggests that urban groups and business associations can play an influential role through bottom-up, horizontal networks to shape policy and municipal strategies. To further enhance sustainability efforts, addressing convenience and cost barriers by co-designing waste reduction services for catering purposes as proposed by Michalec (2018), could be effective. In addition, Stierand’s (2016) observation on establishing Food Policy Councils similar to Brighton & Hove is crucial towards shaping successful urban food systems.
To tackle the challenges within Bristol’s food system, several key areas must be addressed. Effective stakeholder engagement and collaboration are crucial (Carey, 2013), alongside a focus on post-farm gate activities such as processing, packaging and distribution to ensure adequate food security (Ingram, 2013). Additionally, successful sustainable food provision requires bottom-up grassroots networks rather than top-down approaches (Reed 2019). The catering sector faces notable obstacles with regards to recycling waste products including convenience cost or space restrictions (Michalec , 2018).
The Bristol food system Is utilizing diverse approaches to address concerns pertaining to food, such as procuring high-quality products, reducing waste production and promoting urban farming while ensuring fair distribution of nutrition. Implementation of these methods has yielded notable results – for instance; household recycling saw a surge by 38% between the period of 2016-2020 with Olio app witnessing an increase in shared meals by over 12.1k% within Bristol since its inception four years ago!
While certain aspects of these methods have yielded success, there are notable restrictions that must be addressed. The Olio app’s contribution to food sharing is unquestionable; yet, some demographics may face challenges in accessing the platform. Furthermore, while preventable waste has reduced and recycling efforts for edible items increased, eliminating wastage altogether calls for more household and commercial-level actions. Notably, COVID-19 had a significant impact on local restaurants’ business models as well as farm-to-fork businesses requiring continued innovation and support strategies moving forward.
Collaboration among citizens, decision makers and diverse stakeholders is crucial in effectively addressing significant components of the Bristol food system. Carey (2013) emphasizes that effective mechanisms are required to bring together the right participants while Ingram (2013) stresses on incorporating various perspectives like policy, private sector and advocacy groups for dealing with food security elements. The importance of civil society, private actors and local governments in creating sustainable urban foodscapes as well influencing municipal policies is highlighted by Moragues-Faus (2015) and Reed( 2019).
In conclusion, Bristol has made significant progress in addressing food waste and promoting sustainable eating practices within its food system. However, there are still limitations and ongoing challenges that require sustained efforts and innovative approaches to establish a truly enduring and eco-friendly culinary industry in the city.


The following concepts are to be considered and referenced

1. Societal Challenge
2. COrporate responsibility
3. Collaborative practice and Networking
4. Resilience
5. Social Impact
6. Organizing Hope
7. Sustainability narratives


The titles of suggested reading list is below

Organizing for sustainable development: addressing the grand challenges
The New Environmental Economics: Sustainability and Justice
Rebecca Solnit - Not Too Late: Changing the Climate Story from Despair to Possibility - YouTube
Jennifer Howard-Grenville - Diageo Professor in Organisation Studies - YouTube
BibliU - Reader - Business and Sustainability
Sustainability as Practice: Reflections on the Creation of an Institutional Logic
The New Environmental Economics: Sustainability and Justice
Who Sustains Whose Development? Sustainable Development and the Reinvention of Nature
Environment and sustainability in a globalizing world
(Un)Sustainability and Organization Studies: Towards a Radical Engagement
Environmental justice and transformations to sustainability
Transformation beyond conservation: how critical social science can contribute to a radical new agenda in biodiversity conservation
How long can global ecological overshoot last?
Nature is the REAL “Real World” - MCAD Sustainable Design Blog
Bristol Going for Gold
Organizing for Sustainable Development
Grand Challenges, Covid‐19 and the Future of Organizational Scholarship
Grand Challenges, Feminist Answers
Robust Action: Advancing a Distinctive Approach to Grand Challenges
The Taskforce on Nature-related Financial Disclosures
Urban and Community Food Strategies
City Region Food Systems: Building Resilience to COVID-19 and Other Shocks
Organizing for Sustainable Development
Environment and sustainability in a globalizing world
Cross-Sector Partnerships for Systemic Change: Systematized Literature Review and Agenda for Further Research
Scaling Sustainability: Regulation and Resilience in Managerial Responses to Climate Change
Linking Sustainable Business Models to Socio-Ecological Resilience Through Cross-Sector Partnerships: A Complex Adaptive Systems View
Capturing Collaborative Challenges: Designing Complexity-Sensitive Theories of Change for Cross-Sector Partnerships
‘Beyond GDP’ in cities: Assessing alternative approaches to urban economic development
Editorial for the special issue on: organizational resilience and the entrepreneurial firm
Who feeds Bristol?
A wake-up call for food system resilience: Ten years on from the ‘Who Feeds Bristol?’ Report - Going for Gold Bristol
Sustainable food systems with Joy Carey | The Owl Hoot
Bristol Good Food 2030: A One City Framework for Action
Green Recovery Insights: Rebuilding a more resilient food system - Bristol Green Capital
Bristol Good Food Movement Case Study: Community Participation Lead Role
Organizing for Sustainable Development
Transformational Business Models, Grand Challenges, and Social Impact
Creating a Better World Means Asking Better Questions
Entrapment Between Narratives: The Millennial Voice and Degendering Organizational Resilience
Developing more closed-loop or circular systems - Going for Gold Bristol
Mothers of Invention | Against The Grain - Ep 5
About - Dark Mountain
A guide to Social Return on Investment | New Economics Foundation
Environment and sustainability in a globalizing world
Entrepreneurial Narratives in Sustainable Venturing: Beyond People, Profit, and Planet
Futurescapes: Imagination and temporal reorganization in the design of strategic narratives
Economics and Environmental Change: The Challenges We Face
25 Years Ago I Coined the Phrase “Triple Bottom Line.” Here’s Why It’s Time…
Alternative futures: ‘Hope is a thing with feathers’
Beyond “linking knowledge and action”: towards a practice-based approach to transdisciplinary sustainability interventions
Key competencies in sustainability in higher education—toward an agreed-upon reference framework
Less is more: how degrowth will save the world
Weak sustainability vs. Strong sustainability: which is better? – Sustain
Hope in the dark: untold histories, wild possibilities
Remake the World: (Part 1) - YouTube
From denial to deep adaptation
The Theoretical and Practical Evolution of Customer Journey and Its Significance in Services Sustainability
How to make a User Journey Map | UX Toolkit - YouTube
Customer Journey Maps: When and How to Create Them
7 Ways to Analyze a Customer-Journey Map
Environment Centered User Journey Maps - Green the web
Customer Journey Map: Definition & Process — updated 2023 |
Materials Journey Mapping
7 Ways to Analyze a Customer-Journey Map
The Theoretical and Practical Evolution of Customer Journey and Its Significance in Services Sustainability
Environment Centered User Journey Maps
Materials Journey Mapping
Jeffrey Conklin, director of the CogNexus Institute. Wicked Problems - YouTube
Wicked issues taming problems and systems | PPT
Wicked Problems: Problems Worth Solving by Jon Kolko | Wicked Problems: Problems Worth Solving
Tim Senior: Wicked Problems / Clumsy Solutions | Watershed - YouTube
Wicked-Problem Solvers
Wicked problems and how to solve them


Element List for the Bristol Food System Journey Map:

Zone A: Setting the Stage
1. Key Actors
- Bristol City Council
- Local Farmers and Producers
- Community-based Organizations (e.g., Bristol Food Network)
- Private Sector Partners (e.g., Supermarkets, Restaurants)
- Researchers and Academic Institutions
- Non-Profit Organizations (e.g., Soil Association)
- Consumers/Citizens of Bristol

2. Initial Scenario
- Historical challenges faced by Bristol’s food system including food waste, food security, and the environmental impact of food production and distribution.

3. Vision and Goals
- Establishing Bristol as a leading sustainable food city.
- Reducing food waste at all levels of the food system.
- Ensuring equitable access to nutritious and sustainably produced food.
- Strengthening local food economies and resilience to climate change.

Zone B: Journey Phases
1. Main Phases
- Phase 1: Assessment and Planning
- Module Concepts: Societal Challenge, Corporate Responsibility
- Phase 2: Implementation and Engagement
- Module Concepts: Collaborative Practice and Networking, Organizing Hope
- Phase 3: Evaluation and Adaptation
- Module Concepts: Resilience, Social Impact
- Phase 4: Scaling and Integration (if applicable)
- Module Concepts: Sustainability Narratives, Systemic Change

2. Thematic Actions Supporting the Phases
- Phase 1: Setting up cross-sector partnerships, conducting needs and resource assessments.
- Phase 2: Initiating community-supported agriculture programs, launching food waste reduction campaigns.
- Phase 3: Monitoring progress, gathering community feedback, adapting strategies.
- Phase 4: Expanding successful initiatives, integrating sustainable practices into policy.

3. Mindsets and Questions Guiding Each Phase
- Phase 1: How can we understand the current system’s strengths and gaps? What resources do we have?
- Phase 2: How can we engage the community and stakeholders to drive change? What actions will have the most impact?
- Phase 3: Are we meeting our targets? How can we adapt our approach to improve outcomes?
- Phase 4: How can we scale our successes? What policies can reinforce our vision?

4. Emotional Landscape Across the Journey
- Phase 1: Curiosity, cautious optimism.
- Phase 2: Enthusiasm, collective empowerment.
- Phase 3: Reflection, determination.
- Phase 4: Pride, anticipation of broader impacts (if applicable).

Zone C: Opportunities and Ownership
1. Opportunities per Phase
- Phase 1: Identifying funding sources, policy leverage points.
- Phase 2: Building a community-led movement, establishing new market connections.
- Phase 3: Learning from outcomes to refine practices, recognizing scalable models.
- Phase 4: Setting standards for broader adoption, influencing policy (if applicable).

2. Responsibility
- Phase 1: Accountability lies with city planners, research partners.
- Phase 2: Shared between local businesses, community organizations, and citizens.
- Phase 3: Evaluators, stakeholders, and community leaders.
- Phase 4: Policymakers, industry leaders, and sustainability advocates (if applicable).

3. Potential Enhancements
- Phase 1: Improved data collection and sharing protocols.
- Phase 2: More diverse engagement strategies, including underrepresented groups.
- Phase 3: Transparent reporting and communication of progress.
- Phase 4: Institutionalizing successful practices, creating long-term sustainability plans (if applicable).


Now, To the best of your ability, generate the Part 3 in 600 words. Remember to use proper in-text citation (preferably from the reading list) everywhere appropriate.