This project concretely applied the systemic approach by using the change formula for the activities, looking at problems and solutions holistically, integrating multiple different perspectives (of experts from different backgrounds) and motivating self-reflection and creativity. This yielded very interesting results but also showed some challenges that will be further discussed below. 2.1.2 Applying a ‘Formula for Change’ There are numerous ‘systemic’ tools to support change processes. The so-called ‘Change Formula’19 is a simple model that is closely related to the systemic principles above. It identifies the different elements required to mobilise ‘energy for change’ and can be used to support the development of entire change processes to individual interventions. According to the Change Formula the ‘energy’ for change is created by the necessary combination of a ‘driver’, ‘vision’, resources’, and ‘first steps’.20 D x V x R x F = E Driver Vision Resources First steps Energy Figure 2: The Change – Formula The Change Formula was used to design the national roundtables and also served as guidance for the regional consultations. The problem of procedural rights was discussed in great detail in all events but the focus was primarily on the deficiencies in the system that prevent change rather than what ‘drives’ change. This is despite the efforts of the participants to the project to emphasise that more needs to be done to show the value of procedural rights for the criminal justice system and the society at large. Therefore, it is advisable to foster more explicitly a discussion on the driver of change. The important questions asked here are: • • • • • What is the ‘reason’ for change? Why now? Is there a sense of urgency because the problem is of a pressing nature or because a window of opportunity has opened up? Who is unhappy with the status quo and why? What factors drive and promote change? The project revealed that we still know too little about and do not emphasise enough the negative impact of poor implementation of procedural rights at the police, prosecutorial or judicial level and how it negatively impacts their own work – e.g. lacking cooperation by suspects/ accused, unprofessional 19. Oliver Schrader and Lothar Wenzl, Die Spielregeln der Führung: Erfahrungen und Erkenntnisse aus Unternehmen (SchäfferPoeschl 2015) 153. 20. There are different versions of the change formula. We are using the formula as applied by the systemic consulting firm Trainconsuting in Vienna. See Trainconsulting, ‘Change: Stay Different’ <https://www.trainconsulting.eu/en/consulting-sparring/ change/> accessed 03 March 2023; Birk and Suntinger, ‘A Systemic Approach to Human Rights Practice’ (2019) 32. 14