Interdependence

embedding explicit committments to the health and integrity of the web of life in vision, mission and policies; defining success in terms of more-than-human wellbeing and creating conditions conducive for life to thrive; considering the likely impact on the seventh generation, or asking “How will this affect those not yet born/hatched/seeded/spawned?” in decision-making process; using life-centred indicators to guide strategy, decisions and evaluations; requiring every project proposal or decision to assess impacts on the web of life; tracking project outcomes over longer timescales (e.g. multi-decade or century horizons); rejecting activities that undermine conditions for life, even if profitable.

sourcing from regenerative producers or harvesters; partnering with Indigenous or local stewards of land and waters; funding ecosystem restoration initiatives; supporting projects that restore soils, waters, habitats, or biodiversity; investing in circular supply chains; dedicating a portion of profits or resources to regeneration; setting measurable goals to track positive contributions to social-ecological health and wellbeing over time.

mapping social-ecological relationships across supply chains, land use, or water systems; creating visual tools that trace interdependence with key species, materials, ecosystems, or cycles; integrating relational mapping into strategy, risk assessment, or organisational onboarding; surfacing unseen dependencies in food, energy, and waste systems through workshops or storytelling; making land-based, multispecies, or ecological histories part of decision-making contexts; identifying key non-human actors—like soil, pollinators, fungi, or weather systems—within organisational processes and acknowledging their roles explicitly.

sharing learning, guides, innovation or data in ways that allow others use, adapt, and build on them freely; helping to create or care for shared resources like open-source platforms, public research projects, community knowledge hubs or natural commons; taking down paywalls, patents, or rules that block others from accessing useful information; working together with others to cocreate tools, designs, or ways of doing things that are open for anyone to use and improve.

creating or participating in systems where one output becomes another’s input, such as redirecting food scraps to compost, reusing greywater to nourish plants, or sharing surplus materials across groups; choosing items that can return safely to soil or cycle back into use, such as biodegradable packaging, second-hand goods, or durable tools; setting up or using local systems for repair, reuse, and exchange, including repair cafés, equipment libraries, or mutual aid sharing networks; designing activities and operations to reduce waste and honour natural cycles of renewal; working within supply chains or industry networks to keep materials in use longer, reduce extraction, and redesign products for circularity at scale.

choosing or designing regenerative materials, products, and supply chains that support the continued contributions of other species—such as protecting pollinators, clean water, healthy soil, biodiversity or intact migration routes; adapting practices, schedules, or land use to avoid disrupting the life cycles of more-than-human kin; advocating for or funding efforts that restore habitats, protect ecological functions, or defend key species from removal or harm; collaborating with local or indigenous stewards to restore relationships with land and beings that have been displaced or disrupted; using communication, funding, or advocacy to protect the roles of species, habitats, or systems that are overlooked; ensuring that strategies, investments, and narratives reinforce the agency, intelligence, and regenerative capacity of the more-than-human world.

reflecting on and defining our unique contributions as a community or organisation; designing actions that support, not replace, the functions of other beings or partners; stepping back when ecosystems or communities are already in balance, and stepping in where our specific strengths are needed; identifying gaps in social or ecological regeneration that we’re especially placed to address; developing work that complements rather than duplicates; choosing to be a pollinator, mycelium, canopy, or decomposer—whatever form of service suits our nature, our skills, and the context we’re part of.

creating autonomous, interconnected teams or working groups; decentralising authority across networks that include human and more-than-human stakeholders; using sociocracy, holacracy or other shared governance methods; using consent-based decision-making; fostering trust and cooperation through transparent communication, shared norms, mutual accountability, and practices of deep listening; enabling roles and leadership to emerge according to task and place.

holding space to work through tension or misalignment; using shared governance or consent-based practices to support collaboration across difference; cocreating agreements that honour the needs of human and non-human partners; designing roles or processes for ongoing relationship care between human and other-than-human collaborators; practicing feedback and repair in long-term partnerships; mapping relational fields (ecological, social, economic) and investing time to strengthen weak links; seeking mutual benefit in partnerships across sectors or systems; applying ecological models of cooperation or feedback to guide team dynamics; including relationship-building in project timelines and budgets.

building feedback loops into decision-making; holding regular reflection and adaptation cycles; using system sensing practices (e.g. ecological monitoring, careholder input, community listening, systemic constellations) to inform decisions; creating flexible structures that evolve with changing conditions; fostering collective sense-making processes in times of uncertainty.