@techreport{burkett_challenge-led_2023, address = {Logan}, title = {Challenge-led {Innovation} {Workbook}. {Organising} for {Systems} {Innovation} at {Scale}}, url = {https://www.griffith.edu.au/__data/assets/pdf_file/0033/1881573/GCSI-Challenge-Led-Innovation-Workbook.pdf}, abstract = {Organising for Systems Innovation at Scale Our team at Griffith Centre for Systems Innovation have been experimenting with and evolving a Challenge-led Innovation Approach (based on Mission-oriented approaches developed by Mariana Mazzucato at UCL IIPP and others internationally). We are using this approach to guide the way we work internally and engage with our systems innovation partners. We’ve facilitated intensive Re:Treats, worked with government bodies, businesses and civic organisations, and engaged deeply with others exploring this work. We have a bias for developing and testing HOW such approaches could be applied to respond to both local and global challenges rather than getting too caught up in the what and why of such approaches. We decided to openly share our learnings and thinking to date in this workbook, to spark conversations and innovation in both practice and thinking amongst those exploring how we work, and to learn together to address complex systems and challenges. We see this booklet as a first step in a longer learning journey. In it we share an overview of: the principles and processes that sparked our evolution to a Challenge-led Innovation framework (from Mission-oriented). examples of our learnings from other system innovators who are experimenting. an adaptable process to help guide the learning journey. learning tools and canvases to catalyse thinking, practice, and further adaptations. Part One sets out some foundations we’ve identified as important to Challenge-led Innovation. If you want to jump straight into the mapping process, we suggest you skip to Part Two. The final section, Part Three, focuses on what we have learnt about the conditions needed and how to get started on a Challenge-led initiative.}, language = {en}, urldate = {2024-02-29}, institution = {Griffith Centre for Systems Innovation}, author = {Burkett, Ingrid}, month = nov, year = {2023}, } @techreport{gokhale_adaptive_2023, address = {Boston}, title = {Adaptive {Evaluation}: {A} {Complexity}-based approach to {Systematic} {Learning} for {Innovation} and {Scaling} in {Development}}, abstract = {Nearly all challenges in international development tend to be complex because they depend on constantly evolving human behaviour, systems, and contexts, involving multiple actors, entities, and processes. As a result, both the discovery and scaling of innovations to address challenges in development often involve changes in system behaviour or even system-level transformation. This is rarely a linear process over time and can result in unexpected outcomes. Existing evaluation techniques commonly used in international development, including Randomized Control Trials (RCT) and quasi-experimental methods, are good at assessing specific effects of interventions but are not designed for the change processes inherent to innovation and scaling within a system. There is a need to reconstruct how we use existing measurement tools, techniques, and methodologies so that they capture the complexity of the environment in which an intervention or change occurs. We introduce Adaptive Evaluation, designed to learn at various levels of complexity while supporting the transformation needed to foster sustainable change. An Adaptive Evaluation uses three main approaches to work with complex questions—systems diagnosis, theorybased assessment of change processes, and iterative designs. An Adaptive Evaluation typically builds hypotheses from field-based interactions, emphasizes learning over testing, advocates open-mindedness with techniques, and appreciates the value of dialogue and participation in navigating complex processes. It can use RCT or similar techniques to analyse specific processes within a system or a development cycle, but these are embedded in a broader approach to assessment and interpretation. It is designed to be flexible and adjust to shifting contexts. Finally, an Adaptive Evaluation can be applied at any stage in a complex intervention's lifecycle, from the interpretation of the system and change processes to rapid experimentation, prototyping, and testing of select interventions, and then adaptation to different settings for impact at scale. This paper provides the theoretical basis for an Adaptive Evaluation—the main approaches, core ideology, process, and applications.}, language = {en}, number = {428}, institution = {Center for International Development, Harvard University}, author = {Gokhale, Siddhant and Walton, Michael}, month = mar, year = {2023}, } @misc{vester_innovative_2023, title = {Innovative {M}\&{E} from the {Sandbox} and beyond}, url = {https://medium.com/@undp.innovation/innovative-m-e-from-the-sandbox-and-beyond-9234d0977796}, abstract = {In this blog we are sharing a digest of some of the many useful and innovative monitoring, evaluation and learning resources and efforts that have come through the M\&E Sandbox in 2022. A lot of these resources have been shared by our community in response to the overwhelmingly positive feedback from the launch of the Sandbox (please keep them coming!). We hope you find it useful. We have grouped these efforts and resources under six broad questions: - How do we measure systems transformation? - How do we know if we are on track? - How do we rethink complexity and independence in evaluation? - Why, how and for whom do we measure? - How do we generate insights and learn? - How do we make decisions and adapt?}, language = {en}, urldate = {2023-01-24}, journal = {Medium}, author = {Vester, Søren and Tran, Samuel}, month = jan, year = {2023}, } @techreport{colchester_si_2023, title = {Si {Guides} on {System} {Innovation}}, url = {https://www.systemsinnovation.network/spaces/7250774}, abstract = {So you have just hear about systems thinking and systems innovation and are keen to know more, Ok sparky let's get started.We have structured all the content into four main areas that we think you ...}, language = {en}, urldate = {2023-10-03}, institution = {Si Network}, author = {Colchester, Joss and Si Network}, year = {2023}, } @techreport{gover_practioners_2023, title = {Practioners {Guide} to {Assessing} {Systems} {Change}}, url = {https://agrilinks.org/sites/default/files/media/file/MSD%20in%20MEL%20Brief%201_Practioners%20Guide%20to%20Assessing%20Systems%20Change_06.14.pdf}, number = {1}, urldate = {2023-10-02}, institution = {USAID}, author = {Gover, Dun and Nasution, Zulka and Okutu, David and Bolder, Meghan and Henao, Lina}, year = {2023}, } @techreport{gcsi_everyday_2022, title = {Everyday patterns for shifting systems}, url = {https://www.griffith.edu.au/__data/assets/pdf_file/0024/1867002/Right-Scaling_Patterns_TSI-and-GCSI.pdf}, language = {en}, institution = {GCSI}, author = {GCSI}, month = oct, year = {2022}, } @techreport{gcsi_everyday_2022, title = {Everyday patterns for shifting systems - {Right} scaling}, url = {https://www.griffith.edu.au/__data/assets/pdf_file/0024/1867002/Right-Scaling_Patterns_TSI-and-GCSI.pdf}, language = {en}, institution = {GCSI}, author = {GCSI}, month = oct, year = {2022}, } @techreport{wellsch_system_2022, address = {Bangkok}, title = {System {Change}: {A} {Guidebook} for {Adopting} {Portfolio} {Approaches}}, shorttitle = {System {Change}}, url = {https://www.undp.org/publications/system-change-guidebook-adopting-portfolio-approaches}, abstract = {This guidebook codifies the principles and methods of applying systems change and portfolio approaches to complex development challenges with practical tools and examples. It is based on the empirical learning generated from the collaborative initiatives in UNDP Country Offices in Bhutan, Pakistan, the Philippines, and Viet Nam with support from Regional Innovation Centre for Asia and the Pacific.}, language = {en}, urldate = {2023-11-07}, institution = {UNDP}, author = {Wellsch, Brent}, month = mar, year = {2022}, } @techreport{winhall_patterns_2022, address = {København K}, title = {The {Patterns} of {Possibility} - {How} to {Recast} {Relationships} to {Create} {Healthier} {Systems} and {Better} {Outcomes}}, url = {https://www.systeminnovation.org/article-the-patterns-of-possibility}, abstract = {In Building Better Systems, we introduced four keys to unlock system innovation: purpose and power, relationships and resource flows. These four keys make up a set. Systems are often hard to change because power, relationships, and resource flows are locked together in a reinforcing pattern to serve the system’s current purpose. Systems start to change fundamentally when this pattern is disrupted and opened up so that a new configuration can emerge, serving a new purpose. In this article series we delve deeper into these four keys and provide practical advice on how they can be put to use. This article is about relationships. Systems are defined by the patterns of interactions between their parts: their relationships. Those interactions generate the outcomes of the system as a whole. Transforming the outcomes of a system requires remaking its relationships and then unlocking the other keys to system innovation: purpose, power and resources. This shift in relationships allows all those in the system to learn faster, to be more creative. System innovators redesign the relationships in the system to allow dramatically enhanced learning across the system, and thereby generate far better outcomes.}, language = {en-GB}, urldate = {2022-06-17}, institution = {The Rockwool Foundation}, author = {Winhall, Jennie and Leadbeater, Charles}, month = feb, year = {2022}, } @techreport{loveridge_market_2022, address = {Oxford}, title = {Market systems change rubric}, abstract = {This systems change rubric describes different performance levels according to various systems elements, such as policy (formal rules), practices and relationships and connections. Programmes can use the rubric to assess the performance of systems to help decide where and how to intervene, or during and post-implementation to conduct progress assessments, and assess the effectiveness of interventions and type, breadth and depth of systems change. Each performance level description highlights the type of data and information that needs to be collected. One analysis is completed, users can compare this to the performance descriptions to see which level best matches the analysis. This helps programmes draw conclusions about systems changes. The rubric was developed in 2020 and tested in 2021 and builds on systems change thinking and frameworks from two previous FSG publications. It can be used as: pre-intervention to conduct an assessment during an intervention to conduct progress assessments and reflect on the effectiveness of interventions to change systems and inform decision making post intervention to make judgements about whether interventions were valuable given the resources, time and effort spent Useful for: Implementation managers to determine the effectiveness of interventions, as well as by Monitoring, Evaluation and Learning (MEL) teams to track progress against expected outcomes.}, language = {en}, institution = {Oxford Policy Management}, author = {Loveridge, Donna}, month = jan, year = {2022}, } @article{millgan_relational_2022, title = {The {Relational} {Work} of {Systems} {Change}}, url = {https://ssir.org/articles/entry/the_relational_work_of_systems_change}, doi = {10.48558/MDBH-DA38}, abstract = {Collective impact efforts must prioritize working together in more relational ways to find systemic solutions to social problems. Sometimes we lose sight of a simple truth about systems: They are made up of people. Despite all of the frameworks and tools at our disposal and all of our learning as a field of practice, purely technical, rational approaches to systems change will not make much of a dent in shifting power or altering our most deeply held beliefs. If most collective impact efforts fall short of supporting people to change in fundamentally consciousness-altering ways, then, the system they are a part of will not significantly change either. However, over the past two decades, the prevailing view among many funders, board members, and institutional leaders has been that only quantifiable and predetermined outcomes can create impact. But if the interrelated, devastating, and deepening crises and divisions over the past two years have taught us anything, it is that complex, adaptive problems defy tidy logic models and reductive technical solutions. It is time to invest our collective energy in more relational and emergent approaches to transforming systems.}, language = {en-us}, urldate = {2023-02-24}, journal = {Stanford Social Innovation Review}, author = {Millgan, Katherine and Zerda, Juanita and Kania, John}, month = jan, year = {2022}, } @techreport{ramalingam_learning_2022, address = {London}, title = {Learning to change: {The} case for systemic learning strategies in the humanitarian sector}, shorttitle = {Learning to change}, url = {https://www.alnap.org/help-library/learning-to-change-the-case-for-systemic-learning-strategies-in-the-humanitarian-sector}, abstract = {This paper presents the case for systemic organisational change in the humanitarian system. The paper firstly shows that that organisational learning has tended to reinforce existing ways of working and has not been able to shift a culture that values action over reflection. As a result, the rest of the paper asks about the most significant changes in the humanitarian sector}, language = {en}, urldate = {2023-05-22}, institution = {ALNAP/ODI}, author = {Ramalingam, Ben and Mitchell, John}, year = {2022}, } @techreport{thea_snow_storytelling_2022, title = {Storytelling for {Systems} {Change}: insights from the field}, url = {https://www.centreforpublicimpact.org/assets/documents/storytelling-for-systems-change-report.pdf}, abstract = {Capturing the impact of community-led work The Centre for Public Impact, Dusseldorp Forum, and Hands Up Mallee have been exploring how stories can be used to more effectively communicate the impact of community-led systems change work. Community-led place based initiatives are modelling new ways of working - shifting away from top down, program-focussed approaches towards an approach grounded in systems thinking and community-led innovations. However, while these stories of change are sitting in communities, they’re often not being told or celebrated. We wanted to understand why this is, and what might be done to better enable these stories to be shared and heard. The story of storytelling We talked to a range of people to uncover the story of storytelling - including collective impact backbone team members, community members, storytelling experts, and those working in and around community-led systems change initiatives across Australia. We explored the roles stories play in different communities; what good storytelling looks like; what barriers to storytelling might be; and what role stories can play in supporting systems change. Our findings We have learned through this project that stories can be used both to change the system and to evaluate, understand and showcase the change that is occurring in communities. We have heard that different stories require different approaches – stories that are seeking to enable change look different to those that are seeking to celebrate change.}, urldate = {2022-07-26}, institution = {Centre for Public Impact}, author = {{Thea Snow} and {David Murikumthara} and {Teya Dusseldorp} and {Rachel Fyfe} and {Lila Wolff} and {Jane McCracken}}, year = {2022}, } @techreport{leadbeater_system_2021, address = {København K}, title = {System {Innovation} on {Purpose}}, url = {https://www.systeminnovation.org/article-the-patterns-of-possibility}, abstract = {In Building Better Systems, we introduced four keys to unlock system innovation: purpose and power, relationships and resource flows. These four keys make up a set. Systems are often hard to change because power, relationships, and resource flows are locked together in a reinforcing pattern to serve the system’s current purpose. Systems start to change fundamentally when this pattern is disrupted and opened up. Then a new configuration can emerge, serving a new purpose. In this essay series we delve deeper into these four keys and provide practical advice on how they can be put to use. This essay is about the role that purpose plays in orchestrating complex systems and how system innovators can create a new system around a new sense of purpose.}, language = {en-GB}, urldate = {2022-06-17}, institution = {The Rockwool Foundation}, author = {Leadbeater, Charles and Winhall, Jennie}, month = nov, year = {2021}, } @book{rayner_systems_2021, address = {Oxford}, title = {The {Systems} {Work} of {Social} {Change}: {How} to {Harness} {Connection}, {Context}, and {Power} to {Cultivate} {Deep} and {Enduring} {Change}}, isbn = {978-0-19-885745-7}, shorttitle = {The {Systems} {Work} of {Social} {Change}}, url = {https://www.hive.co.uk/Product/Cynthia-Senior-Researcher-Senior-Researcher-Graduate-School-Rayner/The-Systems-Work-of-Social-Change--How-to-Harness-Connect/25942985}, abstract = {The issues of poverty, inequality, racial justice, and climate change have never been more pressing or paralyzing. Current approaches to social change, which rely on industrial models of production and power to "solve" social problems, are not helping. In fact, they are designed to entrench the status quo. In The Systems Work of Social Change, Cynthia Rayner and François Bonnici draw on two hundred years of history and a treasure trove of stories of committed social changemakers to uncover principles and practices for social change that radically depart from these approaches. Rather than delivering "solutions," these principles and practices focus on the process of change itself. Through rich storytelling and lucid analysis, Rayner and Bonnici show that connection, context, and power sit at the heart of the change process, ensuring broader agency for people and communities to create social systems that are responsive and representative in a rapidly changing world. Simple yet profound, this book distills a timely set of lessons for practitioners, leaders, scholars, and policymakers.}, language = {English}, urldate = {2023-02-24}, publisher = {OUP Oxford}, author = {Rayner, Cynthia and Bonnici, François}, month = oct, year = {2021}, } @techreport{mckenzie_building_2021, title = {Building a culture of learning at scale: learning networks for systems change.}, url = {https://www.orangecompass.com.au/images/Scoping_Paper_Culture_of_Learning.pdf}, abstract = {This scoping paper explores the question ‘what would it take to build a culture of learning at scale?’. It focuses on systems-wide learning that can help to inform systems change efforts in complex contexts. To answer this question, literature was reviewed from across diverse disciplines and the realms of education, innovation systems, systems thinking and knowledge management. This inquiry was also supported by in-depth interviews with numerous specialists from the for-purpose sector and the examination of several case studies of learning across systems. The goal was to derive common patterns to inform a ‘learning for systems change’ framework. Learning for systems change is critical when working with complexity. The dynamic nature of complex adaptive systems requires an ability to continually sense and learn from the system and adapt accordingly. This is because the nature of the challenge and ‘what works’ to meet the challenge is continually shifting (Lowe and Plimmer, 2019). This requires an ongoing process of iterative inquiry that draws upon wisdom and insights from across the system. Such learning challenges traditional siloes of expertise and organisational boundaries (Clarke et al., 2019). Learning is not simply a nice to have. It is critical for greater impact and improved outcomes, particularly in mission-driven organisations and initiatives (Price et al., 2019). In this paper, a ‘learning networks’ approach is proposed, one that draws upon individual, group and systems-wide learning to build capacity and resilience for systems change in uncertain environments. This fills a gap in the literature where the focus is largely on learning within organisations. Instead, the focus here is on what is required to support learning to occur across scales and boundaries - from the individual to system-wide. A simple meta-framework for developing learning networks is proposed that includes high level guidance on the enabling conditions - the mindsets, relationships, processes and structures- that would enable learning networks to flourish.}, urldate = {2021-10-28}, institution = {Orange Compass \& Paul Ramsay Foundation}, author = {McKenzie, Fiona}, month = oct, year = {2021}, } @techreport{spivack_applying_2021, title = {Applying {Systems} {Thinking} to {Education}: {The} {RISE} {Systems} {Framework}}, shorttitle = {Applying {Systems} {Thinking} to {Education}}, url = {https://riseprogramme.org/publications/applying-systems-thinking-education-rise-systems-framework}, abstract = {Many education systems in low- and middle-income countries are experiencing a learning crisis. Many efforts to address this crisis do not account for the system features of education, meaning that they fail to consider the ways that interactions and feedback loops produce outcomes. Thinking through the feedback relationships that produce the education system can be challenging. The RISE Education Systems Framework, which is sufficiently structured to give boundaries to the analysis but sufficiently flexible to be adapted to multiple scenarios, can be helpful. The RISE Framework identifies four key relationships in an education system: politics, compact, management, and voice and choice; and five features that can be used to describe these relationships: delegation, finance, information, support, and motivation. This Framework can be a useful approach for characterising the key actors and interactions in the education system, thinking through how these interactions produce systems outcomes, and identifying ways to intervene that can shift the system towards better outcomes.}, language = {en}, urldate = {2021-12-16}, institution = {Research on Improving Systems of Education (RISE)}, author = {Spivack, Marla}, month = may, year = {2021}, doi = {10.35489/BSG-RISE-RI_2021/028}, } @misc{haldrup_we_2021, title = {We have experimented with different approaches to systems transformation — here are five insights}, url = {https://medium.com/@undp.innovation/we-have-experimented-with-different-approaches-to-systems-transformation-here-are-five-insights-ae545a2339b1}, abstract = {At UNDP Innovation we are on a journey to shift our approach to innovation to help tackle complex development challenges. In short, we are moving away from single point solutions, and instead we are…}, language = {en}, urldate = {2021-11-09}, journal = {UNDP Innovation}, author = {Haldrup, Søren Vester}, month = may, year = {2021}, } @techreport{chora_foundation_future_2021, address = {Haarlem (Netherlands)}, title = {The {Future} of {Development}: “{Make} {Happen}” with {Portfolios} of {Options}}, url = {https://static1.squarespace.com/static/600eb85f87ba7b33ef93a72a/t/604b93ead71c9b5f9e5f382a/1615565806067/Portfolios+of+Options+Green+Paper+upload.pdf}, abstract = {This Green Paper intends to review key elements of the problem that Development actors will confront as a new decade opens up ahead of us. It will articulate a solution that we believe should become an inherent feature of Development programs and initiatives. This is the outcome of an intense period of experiences and reflections in the Development space across different geographies and institutional mandates and activities, during which the Foundation has collaborated with institutions such as the UNDP and Grand Challenges Canada. At the heart of our collaborations is a Strategic Innovation and System Transformation Framework, with its associated concepts, working definitions, processes, tools and people. Sourced from CHÔRA Foundation’s knowledge and practice assets, this is a capability we intend to make relevant, customise, scale up and distribute to our partners and stakeholders. We are looking to create with them a space that offers the world a transformational capability. Central to this capability we see a distinctive and robust practice: the design and dynamic management of Portfolios of Strategic Innovation and System Transformation Options. These Portfolios are unique, context relevant, embedded mechanisms for learning, sensemaking and problem solving that social systems leverage to have an impact on themselves and their problems, and to induce the transformations that are necessary to them. It is our view that Portfolios of Options are the most effective means by which human social systems can supply themselves with budgets of possibility that ensure choice and create opportunity. They will also support pragmatic evolutionary outcomes and enable resilience.}, urldate = {2021-11-09}, institution = {CHÔRA Foundation}, author = {CHÔRA Foundation}, month = mar, year = {2021}, } @misc{si_online_2021, title = {Online {Learning} and collaborative platform for systems thinking and systems change}, url = {https://www.systemsinnovation.io}, language = {en}, urldate = {2021-05-07}, journal = {Systems Innovation}, author = {SI}, year = {2021}, } @misc{waters_center_thinking_2021, title = {Thinking {Tools} {Studio}}, url = {https://thinkingtoolsstudio.waterscenterst.org/}, abstract = {Tools to help you Think}, language = {en}, urldate = {2021-07-30}, journal = {Waters Center for Systems Thinking}, author = {Waters Center}, year = {2021}, } @techreport{winhall_building_2020, address = {København K}, title = {Building {Better} {Systems} - {An} introduction to {System} {Innovation}}, url = {https://www.systeminnovation.org/article-building-better-systems}, abstract = {This paper lays out a series of steps people can take to create the new systems we need to meet shared, public challenges. Systems are ubiquitous and powerful. We rely on them to support our daily lives: every time we turn on a tap, flick a switch for electricity, drop our child at school, jump on a bus or visit a doctor we rely on a wider system. There is a widespread sense, among decision makers and citizens that in the coming decades society will need not just new products, software and services, but new systems for living sustainably in a socially inclusive society. The need for better, different systems will be heightened by the impact and lessons of the Covid-19 pandemic. Systems are productive precisely because they are more than standalone products. A system pulls together all the different ingredients needed to meet a need or to produce an outcome: the shipping container is a product, containerisation is a system; a contactless payment card is a product which only works as part of a payments system; an operation in a hospital can only take place because it is part of a wider health system. To understand how a system works it has to be seen as a whole, from the macro policy frameworks of social security systems right down to how a citizen goes about finding a job. Many of the systems we rely on for care and work, energy and transport, education and health are under pressure to change. Society faces both deeply entrenched and growing challenges that are outpacing the systems we have. We also have opportunities to create new, alternative systems as new knowledge, values and technologies emerge, from artificial intelligence and bitcoin, to circular and renewable systems of production. Rising to the challenge of fixing an existing system and exploring the possibility of creating a new system are different undertakings. The first is about optimising what exists, the second is about creating something different and better. We want this project to yield practical insights for those who want to respond to the systemic challenges of today by stepping into the possibilities of the future. Acting to change systems depends on new ways of seeing both challenge and opportunity: why systems come under strain and what unlocks the potential for alternatives. It depends on better understanding how new systems form, and what and who is part of initiating and driving the transition to them. In putting together this paper and the ones that will follow from it we want to clarify how to assess the need for, invest in and act on the process of deliberate system change.}, language = {en-GB}, urldate = {2022-06-17}, institution = {The Rockwool Foundation}, author = {Winhall, Jennie and Leadbeater, Charles}, month = oct, year = {2020}, } @techreport{simpson_systemcraft_2020, address = {Nairobi}, title = {{SystemCraft} - a primer: {How} to {Tackle} our {Toughest} {Problems}}, url = {https://www.wasafirihub.com/wp-content/uploads/2020/10/Wasafiri-SystemCraft-2020-Small.pdf}, abstract = {Systemcraft is our applied framework to help leaders and organisations get started and keep going when faced with complex problems. It is built on our practical experience. It draws on a broad body of research, action and theory from the worlds of complexity thinking, systems theory, adaptive management, leadership development, social movements, development theory and beyond. Systemcraft has been designed to make systems thinking something any leader can apply when they find themselves faced with a complex problem and asking, ‘So what do I do next?’}, urldate = {2021-11-09}, institution = {Wasafiri}, author = {Simpson, Kate and Randall, Ian}, month = sep, year = {2020}, } @misc{si_network_system_2020, title = {System {Innovation} {Network}}, url = {https://www.systemsinnovation.network/}, abstract = {The Si Network is an online platform for building the developing of systems innovation - connecting people around the world to learn and apply the ideas and methods of systems innovation towards addressing complex challenges and building better systems that work for all. Not sure what systems innovation is? Systems innovation is a new approach to innovation that tries to tackle complex social and environmental challenges through the use of more holistic \& innovation driven approaches. It is a kind of innovation that aims to change the underlying structure of a system, thus potentially enabling a more transformational kind of change - systems change - rather than incremental "innovation as usual". What Do You Do? We are building an ecosystem of individuals and organizations co-learning and co-creating systems innovation across geographies and sectors. This ecosystem is enabled by our online platform which provides educational content, toolkits, organizes events and projects as well as provides various support services for organizations. Purpose Statement Our purpose is to build the world’s capacity for systems innovation - so as to better understand and address complex challenges and co-create a world where systems work for all. We envision a world where everyone thinks in systems and has an understanding of complex systems. From this understanding, we are able to design and develop regenerative systems that work for everyone. Our mission is to grow the field of systems innovation as a pathway to co-learn the ideas of systems thinking and apply them to co-creating new systems Who's Involved? We are a networked organization of some 17K+ members forming part of 20+ hubs in major cities around the world. Our community is broad and diverse in areas of work and interest from designers, innovators, and entrepreneurs, to researchers and management but they all share a common interest in learning and applying systems thinking ideas. The Si platform is developed and managed by a small core team based in London UK. We are registered as a business but operate as a social enterprise focused on our purpose of advancing the area of systems innovation in theory and practice. Core Value Creativity - We put creativity at the centre of what we do. Holding a space for curiosity, diversity of views, exploration and critical thinking as a pathway to transformative innovation. Openness - We strongly believe in openness in our ways of being, thinking and organizing as a sustainable pathway to creating an adaptive, scalable and dynamic community. Growth Mindset - We embrace challenges as opportunities for continuous personal and collective learning and development, with a never-ending potential to grow and start with a new beginning. Perseverance - When facing uncertainty and failure, perseverance is what is needed to maintain commitment and a resilient pathway aligned with our purpose. Care - Care is one of our core principles. We foster relationships based on honesty and empathy, striving to be present and conscious in what we do and taking responsibility for the effects of our actions.}, language = {en}, urldate = {2023-10-03}, journal = {Si Network}, author = {Si Network}, year = {2020}, } @techreport{abercrombie_thinking_2018, address = {London}, title = {Thinking big: {How} to use theory of change for systems change}, url = {https://www.thinknpc.org/publications/thinking-big/}, abstract = {We think that, applied well, theory of change can support charities and funders to take a systemic approach to their work. This report identifies five common pitfalls that organisations fall into when using theory of change, and walks through five rules of thumb that will help organisations to use the approach to tackle complex problems. We think that, applied well, theory of change can support charities and funders to take a systemic approach to their work. This report identifies five common pitfalls that organisations fall into when using theory of change, and walks through five rules of thumb that will help organisations to use the approach to tackle complex problems.}, urldate = {2018-08-16}, institution = {NPC}, author = {Abercrombie, Rob and Boswell, Katie and Thomasoo, Rosanna}, month = mar, year = {2018}, } @techreport{cabaj_evaluating_2018, title = {Evaluating {Systems} {Change} {Results}: an inquiry framework}, url = {https://www.tamarackcommunity.ca/evaluating-impact-evaluating-systems-change}, language = {en}, institution = {Tamarack Institute}, author = {Cabaj, Mark}, year = {2018}, pages = {22}, } @techreport{kania_water_2018, title = {The water of {Systems} {Change}}, url = {https://www.fsg.org/wp-content/uploads/2021/08/The-Water-of-Systems-Change_rc.pdf}, abstract = {Foundations involved in systems change can increase their odds for success by focusing on the least explicit but most powerful conditions for change, while also turning the lens on themselves. The Water of Systems Change aims to clarify what it means to shift these conditions. We offer the “inverted triangle” framework as an actionable model for funders and others interested in creating systems change, particularly those who are working to advance equity. Top Takeaways Systems change is about advancing equity by shifting the conditions that hold a problem in place. To fully embrace systems change, funders should be prepared to see how their own ways of thinking and acting must change as well. Shifts in system conditions are more likely to be sustained when working at three different levels of change: explicit, semi-explicit, and implicit.}, language = {en}, urldate = {2024-02-12}, institution = {FSG}, author = {Kania, John and Kramer, Mark and Senge, Peter}, year = {2018}, } @techreport{kania_water_2018, title = {The water of {Systems} {Change}: {Action} learning exercise}, url = {https://www.fsg.org/tools-and-resources/water-systems-change-action-learning-exercise}, abstract = {Based on the “inverted triangle” framework presented in The Water of Systems Change, this activity is designed to help individuals think systemically about social change, explore what is happening below the surface on issues they care about, and determine how they and their organizations can pursue large-scale change in a disciplined and holistic manner. The exercise is divided into 3 parts: Part I uses the “inverted pyramid” introduced in The Water of Systems Change to perform an external assessment of opportunities to make progress on the social or environmental issue you are focused on. Part II uses the same framework to consider internal conditions within yourself and your organization that should change in order for you to better support progress on your issue. Part III takes what was developed in Parts I and II and asks “What to do next?”}, language = {en}, urldate = {2024-02-12}, institution = {FSG}, author = {Kania, John and Kramer, Mark and Senge, Peter}, year = {2018}, } @techreport{conway_design_2017, address = {London}, title = {From {Design} {Thinking} to {Systems} {Change}}, url = {https://www.thersa.org/blog/2017/07/from-design-thinking-to-system-change}, abstract = {This report takes the Small Business Research Initiative (SBRI), a twophase pre-procurement innovation programme that aims to match social challenges with new ideas, as its primary case study. It suggests augmenting the excellent design thinking deployed through SBRI with a think like a system, act like an entrepreneur lens in order to drive better social outcomes from SBRI-originating innovations. Programmes like SBRI have great potential to drive change and address pressing challenges, but must be guided by a more developed understanding of how change happens. The stakes are too high to not raise our game when it comes to social innovation. Wicked problems can be overcome but will require sophisticated theories of change able to account for the complexity and unpredictability of modern life. We offer think like a system, act like an entrepreneur as a contribution to this effort. This report is based on the following research: •• Desk based review of relevant literature; •• A series of structured interviews with participants in SBRI competitions; and •• An expert round table that brought together policymakers, commissioners, procurement experts and entrepreneurs to consider and develop initial findings.}, language = {en}, institution = {RSA}, author = {Conway, Rowan and Masters, Jeff and Thorold, Jake}, month = jul, year = {2017}, keywords = {⛔ No DOI found}, pages = {33}, } @article{kramer_systems_2017, title = {Systems {Change} in a {Polarized} {Country}}, url = {https://ssir.org/articles/entry/systems_change_in_a_polarized_country}, abstract = {A growing number of US foundations are adopting practices based on systems change to achieve their goals in the current political environment.}, urldate = {2017-09-04}, journal = {Stanford Social Innovation Review}, author = {Kramer, Mark R.}, month = apr, year = {2017}, } @misc{walker_connecting_2017, title = {Connecting the {Dots}: {Systems} {Practice} \& {Political} {Economy} {Analysis}}, url = {https://usaidlearninglab.org/library/connecting-dots-systems-practice-and-political-economy}, abstract = {This slide deck, from a presentation to the Local Systems Community by Tjip Walker and David Jacobstein, shows various ways in which assessing the political economy of a context and understanding that context through the lens of systems thinking can reinforce each other. Effective systems practice should be grounded in the incentives and power dynamics of a particular local system; thinking and working politically requires understanding the systems dynamics of an issue or sector.}, language = {en}, urldate = {2021-01-04}, author = {Walker, Tjip and Jacobstein, David}, month = mar, year = {2017}, } @techreport{omidyar_group_systems_2017, address = {Washington, DC}, type = {Workbook}, title = {Systems {Practice}}, url = {https://docs.kumu.io/content/Workbook-012617.pdf}, urldate = {2017-04-18}, institution = {The Omidyar Group}, author = {Omidyar Group}, month = jan, year = {2017}, } @techreport{usaid_5_2016, type = {Technical {Note}}, title = {The 5 {Rs} {Framework} in the program cycle}, url = {https://usaidlearninglab.org/sites/default/files/resource/files/5rs_techncial_note_ver_2_1_final.pdf}, abstract = {USAID’s Program Cycle Operational Policy (ADS 201) provides guidance to missions and other operating units on how to implement the Program Cycle. A key principle of the Program Cycle is to “Promote Sustainability through Local Ownership.” The purpose of this Technical Note is to describe the “5Rs Framework”, a practical methodology for supporting sustainability and local ownership in projects and activities through ongoing attention to local actors and local systems. This Note is rooted in USAID’s 2014 Local Systems Framework paper, which establishes that achieving sustained improvement in development results depends on the contributions of multiple and interconnected local actors. That document also states that USAID needs to improve its systems practice if it is to engage local actors and strengthen local systems more effectively and thus realize sustained results more consistently. The 5Rs Framework, also introduced in the Local Systems Framework, is intended as a simple and practical tool to promote good systems practice. The 5Rs Framework highlights five key dimensions of systems: Results, Roles, Relationships, Rules and Resources. Collectively these 5Rs can serve as a lens for assessing local systems and a guide for identifying and monitoring interventions designed to strengthen them. This Technical Note is divided in two parts. The first part provides an introduction to the 5Rs Framework and the systems practice from which it emerges. The second part demonstrates how systems practice can be embedded in the Program Cycle by continuously applying the 5Rs, especially to the design, implementation, and monitoring of USAID projects and their accompanying activities.}, number = {Version 2.1}, urldate = {2018-03-09}, author = {{USAID}}, month = oct, year = {2016}, pages = {20}, } @techreport{byrne_road_2016, address = {London}, title = {The road to adaptive management: knowledge, leadership, culture and rules}, shorttitle = {London}, url = {https://beamexchange.org/uploads/filer_public/58/52/5852dce7-e660-482c-aea9-b5613f36f227/adaptive_management.pdf}, urldate = {2016-09-19}, institution = {The BEAM Exchange}, author = {Byrne, Karri Goeldner and Sparkman, Timothy and Fowler, Ben}, month = jul, year = {2016}, keywords = {IMPORTANT, Practice}, } @article{gopal_fostering_2015, title = {Fostering {Systems} {Change}}, url = {https://ssir.org/articles/entry/fostering_systems_change}, abstract = {Five simple rules for foundations seeking to create lasting social change.}, author = {Gopal, Srik and Kania, John}, month = nov, year = {2015}, } @techreport{ellen_harries_systems_2015, address = {London}, title = {Systems change: {A} guide to what it is and how to do it}, url = {https://www.thinknpc.org/publications/thinking-big/}, abstract = {Systems change has been attracting the attention of those in the social sector who want to deal with the root causes of problems, but, despite the buzz, much of what is written is abstract in tone. With the support of LankellyChase Foundation we have produced this guide to plug a gap in the systems change literature—providing accessible material and recommendations for action. Systems change has been attracting the attention of a range of progressive charities, funders and practitioners who are interested in dealing with the root causes of social problems. But while there is a buzz about a subject relatively new to the social sector, it is easy to feel frustrated by the literature—much of what is written is abstract in tone and there are few examples of success. We have produced this paper to address this problem and offer accessible material and recommendations for action. This systems change guide: Clarifies what is meant by systems and systems change Describes the main perspectives on systems change Outlines good practice for systems change Identifies what is and is not agreed upon by experts in the field Provides recommendations for charities, funders and the public sector on how to act systemically. We hope this presents a manageable introduction to the systems change field, especially for those new to it, and also guides those interested in acting systemically to improve the lives of people in need. Our conclusion is that although it may not be as novel as some claim, there is a good deal of value in a systems change approach and it offers a welcome reminder of what effective action looks like when it comes to the pursuit of social change.}, urldate = {2018-08-16}, institution = {NPC}, author = {{Ellen Harries} and {Rachel Wharton} and {Rob Abercrombie}}, month = jun, year = {2015}, } @article{kania_embracing_2013, title = {Embracing {Emergence}: {How} {Collective} {Impact} {Addresses} {Complexity}}, shorttitle = {Embracing {Emergence}}, url = {https://ssir.org/articles/entry/social_progress_through_collective_impact}, doi = {10.48558/zjy9-4d87}, abstract = {Collective impact is upending conventional wisdom on how we achieve social progress.}, language = {en-us}, urldate = {2023-02-24}, journal = {Stanford Social Innovation Review}, author = {Kania, John and Kramer, Mark}, month = jan, year = {2013}, } @techreport{mulgan_systems_2013, address = {London}, title = {Systems {Innovation} - {Discussion} {Paper}}, url = {https://media.nesta.org.uk/documents/systems_innovation_discussion_paper.pdf}, abstract = {Introduction Over the past few years there has been growing interest in systemic innovation. We are defining this as an interconnected set of innovations, where each influences the other, with innovation both in the parts of the system and in the ways in which they interconnect. Yet rather than simply theorising, we want to make this practical. We want to explore the potential of systemic innovation to help tackle some of the key challenges the UK currently faces, from supporting an ageing population to tackling unemployment. We would also like to open up the discussion, to engage with the wide and diverse range of experts already working this space to help sharpen up thinking about systemic innovation and influence practical work to advance it. About this paper The two essays contained within this paper are intended to contribute to this debate. The first paper by Geoff Mulgan addresses a number of questions about systemic – or ‘joined–up’ – innovation, asking what it means to truly transform a system, encompassing the means, methods, and actions needed to realise its potential. The second paper from Charlie Leadbeater argues that companies, governments, cities, and entire societies need to move from seeing innovation in products and services as a source of competitive advantage, to focussing on innovation with entire systems. Our next steps: helping make systemic innovation useful and useable This report is just the start. We want to work with academics, practitioners, policymakers, and others in the field, to help realise the great potential of connecting and joining up innovative products, services and processes so that the whole is more than the parts. Over the coming months we will be building upon the rich and diverse literature available (we have start collating this as an annex to this paper), as well as practitioner experience, to ensure we understand systems more rigorously, as well as the skills, capabilities, methods and means needed to help them change for the better.}, urldate = {2021-07-30}, institution = {NESTA}, author = {Mulgan, Geoff and Leadbeater, Charlie}, month = jan, year = {2013}, }