My approach to what I do in my job — and it might even be the approach to my life — is that everything I do is the most important thing I do. Whether it’s a play or the next film. It is the most important thing. I know it’s not going to be the most important thing, and it might not be close to being the best, but I have to make it the most important thing. That means I will be ambitious with my job and not with my career. That’s a very big difference, because if I’m ambitious with my career, everything I do now is just stepping-stones leading to something — a goal I might never reach, and so everything will be disappointing. But if I make everything important, then eventually it will become a career. Big or small, we don’t know. But at least everything was important.
A theory of change is the opposite of a theory of action — it works backwards from the goal, in concrete steps, to figure out what you can do to achieve it. To develop a theory of change, you need to start at the end and repeatedly ask yourself, “Concretely, how does one achieve that?”
A skilled draughtsman guides design conversations by selecting and emphasizing details in a way that computer programmes cannot. Ron Slade, author of Sketching for Engineers and Architects and a structural director at WSP in London, calls it “conversational drawing”. He notes how botany field guides are always based on detailed drawings rather than photographs — as much for what they leave out as for what they show. “Extraneous material that might exist in a photograph is eliminated. It may be important to pick out and illustrate particular areas and leave other parts in sketchy or broad outline.”