1 Systems Change Theories for Designing Initiatives Dr. Beverly Parsons InSites

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

3 Individual RelationshipsCommunitySocietal Domains of the Social Ecology

Why CLIPs Work CLIPs Emerging, Unpredictable Results Planned, Predictable Results Strategic Plans, Goals

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

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.

7 System Dynamics Related to Certainty and Agreement

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

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

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

11 Complex Systems (Illustrating Visibility and Depth) Patterns Events/Behaviors/Results Structures/Processes Norms, Policies Paradigms Conditions

12 Individual RelationshipsCommunitySocietal Domains of the Social Ecology

Strengthening Families Example

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)

15 A Progression of Thinking about System Change

16 Re:Learning ( ) 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

17 Re:Learning ( ) 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

18 Policymakers Program ( ) 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

19 Policymakers Program ( ) 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

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

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)

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

23 Current General Template (2012) Multiple Initiatives Phases of Change Baseline Understanding Trying Out Interventions Tipping Point Sustainable Adaptive Balancing

24 Current General Template (2012) Multiple Initiatives Domains of Influence Individual Domain Relationship Domain Community Domain Societal Domain Learning/Capacity Building Partnerships

25 Evaluation Implications

26 Design Evaluation Collect Data Shape Practice Make Meaning from Data Traditional Evaluation Framework

27 Systems-Oriented View of Phases of Evaluation Collect Data Make Meaning from Data Design Evaluation Shape Practice

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

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.

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.

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.