1 Systems Change Theories for Designing Initiatives Dr. Beverly Parsons InSites ...
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- Slide 1
- 1 Systems Change Theories for Designing Initiatives Dr. Beverly
Parsons InSites www.insites.org bparsons@insites.org
www.insites.org bparsons@insites.org
- Slide 2
- 2 What is a System? A system is an interconnected set of
elements that is coherently organized in a way that achieves
something. From D. Meadows (2008). Thinking in Systems. White River
Junction, VT: Chelsea Gun Publishing
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- 3 Individual RelationshipsCommunitySocietal Domains of the
Social Ecology
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- Why CLIPs Work CLIPs Emerging, Unpredictable Results Planned,
Predictable Results Strategic Plans, Goals
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- Larger Organization Strategic Plans, Goals CLIP Guide &
Support Team approves several CLIPs (often 3-6) each year organizes
multi-CLIP meetings to energize and support creative ideas provides
resources tends and encourages the guiding principles Individual
CLIPs Each CLIP selects its own: members facilitator inquiry
questions about members own work designs/plans inquiry collects
data makes meaning and shapes practice Follows basic evaluative
inquiry process CLIP Structures & Processes Guiding Principles,
Formal Policies
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- Guiding Principles Ask questions about your own work that
matter to you. Create authentic, open-minded dialogue that reflects
diverse perspectives. Questions Dialogue Environment Practice
Generate renewing, inquiry- based practice. Foster a safe,
hospitable environment for inquiry.
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- 7 System Dynamics Related to Certainty and Agreement
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- A collection of individual agents who have the freedom to act
in unpredictable ways, and whose actions are interconnected such
that they produce system-wide patterns. Complex Adaptive System
(CAS) Self-organizing System Agents interact
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- Complex Adaptive System (CAS) Self-organizing System Agents
interact Those system-wide patterns, in turn, influence the
behaviors of the agents System-wide patterns emerge Courtesy of G.
Eoyang, Human System Dynamics Institute
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- 10 System Dynamics Related to Certainty and Agreement ADAPTIVE
(self-organizing, organic Closed Less Divers e Few Differences More
Diverse More Differences More Open Boundaries Relationships
Perspectives
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- 11 Complex Systems (Illustrating Visibility and Depth) Patterns
Events/Behaviors/Results Structures/Processes Norms, Policies
Paradigms Conditions
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- 12 Individual RelationshipsCommunitySocietal Domains of the
Social Ecology
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- Strengthening Families Example
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- Domains of Influence (Relationship Domain) Baseline
Understanding To what extent: Trying Out Interventions Tipping
Point Sustainable Adaptive Balance Theory of Change in Complex
Systems _________________________ (initiative) (Community Domain)
(Societal Domain) Learning/Capacity Building Partnerships
(Individual Domain)
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- 15 A Progression of Thinking about System Change
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- 16 Re:Learning (1987-97) Coalition of Essential Schools and
Education Commission of the States Stages of Change Maintenance of
the Old System Awareness Exploration Transition Emergence of New
Infrastructure Predominance of New System
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- 17 Re:Learning (1987-97) Coalition of Essential Schools and
Education Commission of the States Elements of Change Vision Public
and Political Support Networking Teaching and Learning Changes
Administrative Roles and Responsibilities Policy Alignment
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- 18 Policymakers Program (1992-2002) The Danforth Foundation:
Education and Human Services Participants in System Change System
Leadership School/Community Units System Beneficiaries (Children,
Youth, Families) Frontline Workers (Teachers/Service Providers)
Administrators Policymakers Community
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- 19 Policymakers Program (1992-2002) The Danforth Foundation:
Community-Building System Change Levers of Change Shared
Principles/Norms Vision & Goals Stakeholder Roles Projects,
Programs, Initiatives Human Capacity Building Governance/Leadership
Communications/Networking Financial Resources
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- 20 Strengthening Families (2001-Present) Center for the Study
of Social Policy Social Services Domains of Influence
Caregiver-Child Neighborhood/Community Organization/Programs
(Learning/Capacity Building) Organization/Programs (Policy, Norms,
Support Structures Policy & Social Norms (Local, State, &
National) Organizational Connections/Partnerships
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- 21 Strengthening Families (2001-Present) Center for the Study
of Social Policy Social Services Phases of Change Baseline
Understanding Trying Out Interventions Tipping Point Sustainable
Adaptive Balancing (was Balance)
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- 22 Stages of Change (1990s) Stages of Change (2010s) Baseline
Understanding Trying Out Interventions Tipping Point Sustainable
Adaptive Balancing Maintenance of the Old System Awareness
Exploration Transition Emergence of New Infrastructure Predominance
of New System
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- 23 Current General Template (2012) Multiple Initiatives Phases
of Change Baseline Understanding Trying Out Interventions Tipping
Point Sustainable Adaptive Balancing
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- 24 Current General Template (2012) Multiple Initiatives Domains
of Influence Individual Domain Relationship Domain Community Domain
Societal Domain Learning/Capacity Building Partnerships
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- 25 Evaluation Implications
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- 26 Design Evaluation Collect Data Shape Practice Make Meaning
from Data Traditional Evaluation Framework
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- 27 Systems-Oriented View of Phases of Evaluation Collect Data
Make Meaning from Data Design Evaluation Shape Practice
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- 28 System Traps/Opportunities Success to the Successful Fixes
that Fail Seeking the Wrong Goal Shifting the Burden to the
Intervenor Limits to Growth Drifting Goals Rule Beating Tragedy of
the Commons Escalation
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- 29 Levers for Changing Complex Systems: Boundaries Demarcations
that create a region/entity Examples: physical entities,
organizational identity, social systems, rules of conduct May be
permeable; allow exchange with environment May be impermeable in
that they distinguish the system or other entity from its
environment From Parsons, B. and Jessup, P. (2009). Questions that
Matter: A Tool for Working in Complex Situations. Ft. Collins, CO:
InSites.
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- 30 Levers for Changing Complex Systems: Relationships (R)
(interconnections): Connections/exchanges among bounded system
parts Are key aspects of forming patterns May be as/more important
than the system entities Form system structures (hierarchy,
networks) Cause and effect relationships: a type of relationship
From Parsons, B. and Jessup, P. (2009). Questions that Matter: A
Tool for Working in Complex Situations. Ft. Collins, CO:
InSites.
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- 31 Levers for Changing Complex Systems: Perspectives (P)
Includes mental models, world views, purposes Different
stakeholders may have different perspectives Different perspectives
may exist within stakeholder groups Purposes of subunits may add up
to an overall behavior that no one wants From Parsons, B. and
Jessup, P. (2009). Questions that Matter: A Tool for Working in
Complex Situations. Ft. Collins, CO: InSites.