- 1. SYSTEMS CHANGE WORK Innovation Network for Communities
www.in4c.net2006
2. The INC Mission is to develop and spread scalable innovations
that transform the performance of community systems. www.in4c.net
Pete Plastrik 231-448-3169 [email_address] John Cleveland
616-240-9751 [email_address] 3. Some Different Levels of
Analysis
4. Inherent Difficulties In Systems Change Work
- Changing large systems is very difficult work, and it comes
with some inherent difficulties:
-
- Complexity.Most systems are very complex, with multiple players
and complicated patterns of relationships.
-
- Non-linearity.Complex systems typically cannot be directed they
can only be influenced or disturbed.
-
- Delays.Cycle times are often long, and feedback loops can be
obscure.
-
- Scale.Your resources are usually very small compared to the
size of the system you are seeking to influence.
-
- Memory.Unless you find a self-reinforcing process for going to
scale the system will snap back to its original state as soon as
you stop leaning on it.
5. What It Takes To Change A Large System
- Understand the design of the system you seek to change
- Decide where the system can be influenced (leverage
points)
- Understand how each leverage point can be influenced
- Build your competency to influence a leverage point
- 7. Build a strategy for scaling up
6. Changing A System
- Where can it be influenced?
- Which have the highest leverage?
- What are the strategies to change leverage points?
- What competencies are required?
- What innovations have potential?
- Build an implementation strategy
- Define the migratory path
- Prove it out on a small scale
- Plan/Do/Study/Act until it works
1) Understand the System 2) Define leverage points 3) Define
ways to change leverage points 4) Acquire competencies 5) Try it
out 6) Test Results 7) Scale up PLANNING DOING 7. Different Work At
Different Stages
- Every system goes through a natural evolution of stages whether
an organization, a natural system, or a field of practice. The
typical stages include:
- Either disintegrating or re-invention and re-emergence
- The work that is required at each stage of a systems evolution
is slightly different.
Invent Grow Improve Reinvent Stabilize The focus of the systems
change work is different, depending on the stage of development the
system is at. 8. Limitations Of Non Profits in Systems Change
- Typically unconnected to real markets
- Not well capitalized for front-end knowledge building or
on-going knowledge creation
- Funders dont like uncertainty pressure to show results
- Business and revenue model relies on third party payments
unconnected to customers making feedback a management issue, not a
market response.
- There is often a mismatch between the kind of staff non profits
have and the competencies required to influence leverage
points.
- Non profits are usually nave about their level of influence too
often romanced by the vision
9. Buttons And Threads The Tipping Point Ratio of Threads to
Buttons Level of Connectivity Phase change (small input creates
large output) 10. Anatomy of A System (with School Examples) AGENTS
(Players/Actors/Nodes): The entities who make decisions that affect
the shape of the system and its outcome.(In schools = staff;
students; parents; buildings; departments; the Board; employers;
legislature; Governor;etc.) RULES (Paradigms/Mental Models): The
criteria the agents/players use to make decisions about how to
act.(In schools = assumptions about learning and assumptions about
healthy organizations.) STRUCTURES
(Connections/Paths/Links/Relationships): The structures that create
opportunities for the agents/players to interact with each
other.(In schools = classrooms; organizational structures;
parent/teacher conferences; PTAs; Board meetings; etc.) FEEDBACK
LOOPS (Information/Indicators/Incentives/Consequences): Information
the agents/players use to decide when to act on their rules.(In
schools = student performance; staff evaluations; budget
information; truancy; community satisfaction; Board elections;
millages; etc.) 11. Ways to Change A System
- Change the relationships between the players
- Change the feedback loops
12. Some Common Stages of Systems Change STAGE 1 High Quality
Individual Transactions STAGE 2 A Network of Relationships STAGE 3
Leveraging Relationships to Change Systems Purpose of This Stage
Demonstrate the value of practice or policy innovations in
individual situations. Show constituencies that new practices lead
to new outcomes. Build a network of long-term relationships of
mutual trust and respect with key players in the system you are
trying to influence. Use your relationships to create novel
combinations of assets (people, knowledge, capital) that can
leverage broader change in the system. Conditions for Success
- The new innovations accomplish outcomes that your stakeholders
care about.
- You have capable and stable processes/systems for delivering
these innovations on a repeatable basis.
- The innovations can become self-sustaining over time.
- You pick your first implementation environments
strategically.
- Your individual transactions have been of a high enough quality
to earn you respect in the market place.
- You dont compete with people you need to collaborate with.
- You have a deep enough knowledge of the sector to know who the
important players are.
- Your commitment to change is long term enough to wait for
relationships to mature.
- You are competent at relationship building as well as service
delivery.
- You have some deep knowledge of the dynamics of the system you
work in.
- You are willing to think big and bet on your intuition.
- You have the competence to organize highly complex transactions
and relationships.
- You are lucky enough to do the right thing at the right
time.
13. Ways To Build System Knowledge
- ( Step 1: Understand The System )
- Build off of prior experience
- Contract for outside research
- Make learning grants to probe the structure of the system
- Become a player in the system
14. Big Systems and Small Places Systems Points of Intersection
in Systems Places
- A key tension to manage in community systems change work is the
balance between making changes in larger systems that transcend a
place, and integrating multiple changes in those systems in a
particular place. Most community work requires both kinds of
expertise.Doing this work requires:
-
- Determining which kind of work is required to solve a
particular community problem.
-
- Figuring out what control the stakeholders in a particular
place have over the performance of systems that transcends their
geographic boundaries.
-
- Understanding where the intersections are between multiple
community systems, and whether working on a subset of systems will
produce the desired results, or whether a more comprehensive
strategy is required.
15. Five Kinds of Strategies for Spreading Practice ( Step 7:
Scale Up ) Strategy Description Developing Public Policies
Persuading government bodies to revise, adopt and implement laws,
regulations, investments or services that advance practices.
Fostering Communities of Practice Building learning networks among
individuals and organizations that can voluntarily develop, adopt
and rapidly spread new tools and practices. Influencing Markets
Creating incentives for business, organizations, and consumers to
make economic choices that support desired outcomes. Changing Power
Relationships Mobilizing low-income people and communities to
secure representation and voice in public, private, civic and
cultural decision-making processes that affect their lives.
Promoting Social Learning Using educational processes to provide
large numbers of individuals with information that influences their
personal behaviors. 16. Different Ways to Get to Scale ( Step 7:
Scale Up ) Developing Public Policies Fostering Communities of
Practice Influence Markets Change Power Relationships Promoting
Public Learning Scaling Mechanism Government decisions
Collaborative learning Value exchange Political power Persuasive
informationForm of Innovation Policies (mandates, regulations,
investments) New, improved practices Products, services and
enterprises New players in governance positions Information,
messages and experiences Scale Target Wide range: targeted
constituencies to general public Organizations sharing similar
concerns Size of the market Political jurisdictions Targeted
audience (with key characteristics in common) Constraints
Resistance of opponents Ineffective enforcement or implementation
Organizations may lack time, resources, readiness for learning
processes Consumers may not have purchasing power. Products may not
attract investment.Established interests will vehemently defend
their turf Audience may lack access to information or doubt
credibility of messenger Audience may not be empowered to act on
the information 17. Some Tools To Support the Strategies Public
Policy Communities of Practice Influencing Markets Changing Power
Relationships Social Learning
- Public policy advocacy at the local, state and national
level
- Education of elected officials
- Policy monitoring and compliance reporting
- Litigation and setting of legal precedents
- Trade and professional associations
- Best practice documentation
- Practice field development
- Conferences and workshops
- Awards, prizes and certifications
- Development of new professions, career paths and degrees
- Professional accreditation
- Tax subsidies and preferences
- New investment vehicles (e.g. CDFIs)
- Voluntary certifications and standards (e.g. LEED)
- Product rating systems (e.g. Consumer Reports)
- Community Benefits Agreements
- Civic engagement strategies
- Public education campaigns
- Public information dissemination
- Labeling requirements (e.g. food labeling)
- Internet-based communications campaigns
18. Tools for Spreading Practices Public Policy Communities of
Practice Influencing Markets Changing Power Relationships Social
Learning Persuading government bodies to revise, adopt and
implement laws, regulations, investments or services that advance
practices. Building learning networks among individuals and
organizations that can voluntarily develop, adopt and rapidly
spread new tools and practices. Creating incentives for business,
organizations, and consumers to make economic choices that support
desired outcomes. Mobilizing low-income people and communities to
secure representation and voice in public, private, civic and
cultural decision-making processes that affect their lives. Using
educational processes to provide large numbers of individuals with
information that influences their personal behaviors.
- Public policy advocacy at the local, state and national
level
- Education of elected officials
- Policy monitoring and compliance reporting
- Litigation and setting of legal precedents
- Trade and professional associations
- Best practice documentation
- Practice field development
- Conferences and workshops
- Awards, prizes and certifications
- Development of new professions, career paths and degrees
- Professional accreditation
- Tax subsidies and preferences
- New investment vehicles (e.g. CDFIs)
- Voluntary certifications and standards (e.g. LEED)
- Product rating systems (e.g. Consumer Reports)
- Community Benefits Agreements
- Civic engagement strategies
- Public education campaigns
- Public information dissemination
- Labeling requirements (e.g. food labeling)
- Internet-based communications campaigns
19. Some Cautions
- The process isiterativenotlinear
- Your theory about how the system works needs to bealwaystreated
like a hypothesis
- You need rich and robust feedback to continuously evolve your
theory
- The primary use of a theory is to help you:
-
- Decide what feedback matters
-
- Make sense of the feedback
- Learning organizations manage this cycle with a combination of
discipline and adaptability; and they stay open to surprises
- There is a fine line between a good theory and dogma
20. Systems Theory Drives Foundation Design
- Your Theory of Systems Change:
- What activities will you fund? Not fund?
- What relationship will you have with grantees?
- How much control do they have?
- How will you organize yourself internally?
- Who has decision-making authority?
- How will you learn from your grant making?
- How will success be measured?
- How will change be sustained?
- What is the strategy for going to scale?
Grantee Selection Grant Focus Grantee Relationships Feedback
Sustainability Organizational Design 21. There Are Choices In Each
Area
- RFP vs. strategic selection
- Picking established competence vs. developing capacity
- Common vs. diverse across sites
- Established framework vs. creating one
- Internal vs. external staffing
- Outcomes vs. process measures
- Qualitative vs. quantitative
- Your Theory of Systems Change:
Grantee Selection Grant Focus Grantee Relationships Feedback
Sustainability Organizational Design