Systems change entails a shift from changing separate (or isolated) elements to changing the structure and dynamic of a system. It is a shift from a linear logic to a non-linear. This part of the course explains what this shift means and offers some tools that might be useful in efforts to change a system. The course is created by Systems Innovation.

Below you will find a general description of the content (this description is built on System Innovations text). The course includes a number of short videos and an e-book. You will also find the tools (canvases) mentioned in the course.

Introdution
Two researchers at Stanford University - John Kania and Marke Kramer - wrote: “The scale and complexity of the U.S. public education system have thwarted attempted reforms for decades… The heroic efforts of countless teachers, administrators, and nonprofits, together with billions of dollars in charitable contributions, may have led to important improvements in individual schools and classrooms, yet system-wide progress has seemed virtually unobtainable.”

This quote goes to the heart of a primary question facing both individuals, organizations and whole societies today: Why, despite the best efforts of countless public, private and civic organizations and the mobilization of vast collective resources, do so many social and environmental problems remain so persistent and intractable? The best intentions and endeavors of countless individuals and organizations do not seem to sum up to the solutions on the macro-level that are now much needed. This begs the question, what are we missing?

Across the public sector, the social sector and other areas people are now starting to become aware that maybe the underlying reductionist assumptions and paradigm through which we traditionally tackle issues may not be appropriate for the scale and complexity of today’s issues. In this respect the new ideas of systems change are now rising to prominence, there is now a sense that its vision, scope, and vocabulary is of a kind that is sufficiently powerful to match the complexity of the challenges at hand. By leveraging a new set of ideas we start to look at what we are doing afresh and with greater clarity that gives renewed inspiration and momentum to our endeavors to shape complex organizations towards more sustainable outcomes.

We now start to see these challenges as systemic, open-ended, co-evolving and with no known solutions requiring new ways of innovating, new ways of leading, organizing and responding. A way that leverages the power of the very complexity that creates these challenges, a way that is not incremental or linear, but holistic and networked, an approach that works with complexity rather than pushing against it.

This approach is inspired by and based upon a new way of thinking embodied in complexity theory and systems thinking. A powerful new set of ideas, that hinge around holism, systems, emergence, self-organization, nonlinearity, networks, adaptation, resilience, etc. This new approach that builds upon systems thinking is now termed systems change.

Systems change is about changing the underlying structure to a complex system to change its behavior and outcomes. This stands in contrast to more traditional approaches that rarely question system structure but focus on changing components, events, and outcomes.

The hope is that by seeing system structure, by changing those structures and organizing in new ways, we can create patterns and institutions that better organize us in synergistic ways. So that the system’s structures we inhabit don’t incentivize and coordinate us in ways that have negative externalities leading to so many of the wicked problems we face but instead they have positive externalities that sum up to something greater than the sum of their parts as new types of organization emerge.

This course gives an overview of this new way of thinking, its methods and models, guiding you from theory to practice in an attempt to give a 360-degree view of this exciting new area with untold potential.

Contents

After giving an overview of what system change is, the first section of the course explores the nature of change within complex organizations. The first thing for us to note is how complex organizational change is fundamentally different from our traditional linear conception of change management. In this section, we look at key models that will help us better understand this change process including the two loops model and adaptive cycle.

The second section looks at systems mapping. Systems mapping is the process of mapping out the key elements in the system and the relations between them that drive the system’s behavior and outcomes over time. We discuss how systems mapping can be used to build up a shared understanding of the structure and dynamics of the system we are dealing with.

The third section deals with futuring and envisioning. Systems change is about transitioning a system from where we are today to somewhere we would prefer to be in the future. To do this we need some insight into how the system is changing, where we might like to get to, as well as some story about how to get there. We need to understand how the system is currently evolving given current trends and processes of change and we need to have a vision of where we would like to be in the future.

The fourth section covers strategy. We discuss how the strategy of the systems changer is about making artful small interventions – based upon our systems map – that work to connect or disconnect links within the system, to dampen down or amplify certain aspects. This strategy should be working synergistically with our storytelling, which worked to shine a light on some aspects while not others.

The final section explores the nature of building collaborative ecosystems for change. As no one organization can change a system the aim of the system changer is to build ecosystems. This means making connections that facilitate the redirection of flows of resources and information into patterns of organization that are capable of responding successfully to the challenges at hand.

The course has 17 short videos and is app 140 min.

The content:

Systems Change: Course Intro 6:00
Systems Change: Context 6:49
Systems Change: Overview 15:13
Theory of Change 4:56
Adaptive Cycle 6:37
Two Loops Model 14:26
Holistic Perspective 6:41
Systems Mapping 9:57
Systems Archetypes 5:40
Stakeholder Mapping 7:06
Incentive Mapping 7:47
Value Mapping 5:47
Horizon Scanning 7:24
Personal Change 7:53
Theory U 3:41
Systems Leadership 12:00
Change Narratives 9:49

Tools

Two Loops Canvas - This canvas is designed to help people identify and think about their position in a system during a transition process based on the Two Loops model. It should also help them to recognize their interdependence with other members. The Two Loops model as a whole describes two "loops." The first of these is used to represent the growth and subsequent decline of the existing incumbent systems. The second loop is used to represent the new emerging next generation of this system.

Systems Mapping Canvas - This canvas is designed to walk you through the basics of constructing a systems map. Systems mapping aims to get a visual overview of the system we are dealing with, the different component types, and generally, how they are interrelated. Once we have this overview, we can start to refine it and add in detail later in the process. Giga-mapping is a way of getting everything out there in front of us. Giga mapping is extensive mapping across multiple layers and scales. It is aimed at investigating relevant far-reaching connections between seemingly separated categories.

System Leadership Canvas - This canvas is to support a workshop aimed at having participants think about and develop their systems leadership capacity and awareness.

Adaptive Cycle Canvas - This canvas is designed to help you map out the different stages to a transition process and how they manifest within a given system. The adaptive cycle is a heuristic model developed by C.S. Holling for understanding macro processes of change in ecosystems. However, the adaptive cycle is equally applicable to a transition processes within any complex adaptive system. It can be used to identify structural patterns in both ecosystems as well as social systems as they go through nonlinear processes of change, i.e. systems change. The heuristic describes how complex adaptive systems evolve in terms of four primary phases, with these four phases being exploitation, conservation, release, and reorganization.

Narrative Making Canvas - Narratives are like cultures. They create an overarching view of the world and our situation within it. They tell us what is better and worse and, in so doing, offer guidance in which direction to go in and how we might get there. Stories for systems change should provide an identity that enables diverse people to connect in new ways that are meaningful for them. It should be pointing people in the direction of the needed changes. Not only this, but there needs to be some conception of what is better and worse, what progress looks like. This canvas is designed to walk you through these different aspects of building stories to enable systems change.

Systems Change Canvas - This canvas will help you think about the different aspects of a systems change process. The canvas is based on a prominent framework for modeling transition processes in complex adaptive systems, the Multi-level perspective. As per the MLP, the canvas is divided into three levels: the macro-level, representing the major environmental changes; the miso-level, representing the existing incumbent configurations in the systems and the transition process they will go through to give rise to the new system; and the micro-level representing the innovations. Within the MLP, the canvas also integrates other prominent models from the field of systems change, including the Two loops model and Three horizons model.

Three Horizon Model - provides structure to aid our thinking about how transition processes evolve by looking at the driving forces of innovation, the decline of incumbent systems, and the emergence of new patterns of organization. This canvas is designed to help workshop participants think through these three horizons in the context of a systems change initiative.