The How of Systemic Change
“The most effective point to intervene in a system is the mindset or paradigm out of which the system - its goals, power structure, rules, its culture - arises.”
-Donella Meadows
A little anecdote from science
I like to start with a story that impressed me when hearing it the first time, and I am still inspired when re-watching the video footage. It gave me a metaphor and scientific “evidence” for how subtleties can have huge and unpredictable ripple effects:
In 1940 the Tacoma Narrows Bridge in Washington became a spectacle that had long lasting effects and can be a metaphor for highly complex systems and the relationship between the static and moveable elements and the resonance between them:
“Shortly after the construction of the Tacoma bridge, it was found to dangerously buckle and sway along its length in windy conditions. Even with the normal winds, the bridge was undulating noticeably, and had the engineers worried as to the conditions in the presence of high winds. On the day of the Tacoma Narrows Bridge collapse, it experienced winds of about 70kmph. The center stay was torsional vibration at a frequency of 36 cpm (cycles/min) in nine different segments.
Over the next hour, the torsional vibration amplitude built up, the motion changed from rhythmically rising and falling to a two-wave. Despite all these motions, the center part of the bridge (along the length) remained motionless, while its other two halves twisted in opposite directions.”
Why the Tacoma Narrows Bridge Collapsed: An Engineering Analysis
The Tacoma Narrows Bridge collapsed primarily due to the resonance between the excitation frequency (the wind, in this case) matching the natural frequency of the structure, leading to the catastrophic failure. It was not a new problem, but one which had been unspecified and not given enough attention. After this event a lot of tests and studies were done about the importance of frequency and oscillations, the power of resonance and the impact of unspecified – so called – unimportant element and created the base for what’s now called “wind-induced oscillations”.
See the impressive footage of the Tacoma Narrows Bridge Collapse "Gallopin' Gertie" (1940).
Why I share this here is because the structure and building of a bridge we could assume is something we can replicate rather easily if we have the right materials, experts and builders. Yet what we see nicely demonstrated in this example are two critical ingredients that are relevant for our work:
Simply copying a very successful project from elsewhere, or a plan that has been proven functional, without taking time to study, reflect and deeply immersing ourselves in the current context leads to acting with a mindset that oversights the unique specifics - in this case, the effect of oscillations caused by high winds - and can be fatal. So when we work in and for systemic and societal change our attitude of being with the system and engage with it wholeheartedly is essential.
Even there are many books written, many studies done, and many projects implemented there are still quite some variables that are yet unspecified and not getting enough attention - and this is surely true also for the field of systemic and societal change. This is normal and totally fine as we speak here of highly complex systems. We may probably not be the ones figuring it “all” out at once. What is required though is to be aware and intentional about including the unknown factors, to be present to subtle signals, to stay alert and adaptable, and to be humble about what we are able to grasp and make sense of as individuals and as groups, and whatnot. This attitude leads us to be life-long learners, curious and open to expand our sight and to call upon others, who may have other inputs that are different from ours but critical for the overall health of the whole.
Brief description on Systemic Change
There is little doubt that a profound change towards more ecological responsibility, humanity and the common good is urgently needed. Isolated and siloed solutions are not sufficient to meet the complexity that is at stake, nor does it create the healthy impact that's locally and globally required. A systemic approach is needed so we not only fight the symptoms of imbalanced systems and their manifestations and consequences but shift the often deeply ingrained and institutionalised behaviours and structures (see also the chapter on Root Causes and the Iceberg Model). These fundamental systemic changes affect how the whole system functions and allow us to meet many of today’s complex challenges. Are we including - as the story of the Tacoma bridge shows so impressively - the unspecified elements and those aspects that we have not (yet) given enough attention to?. Building on the previous chapter of A Brief Introduction to Systems Thinking, we want to look at what we mean by systemic change and how to put that into practice.
Changing a system involves fundamental shifts in mindsets, relationships and taken-for-granted ways of operating as much as it involves shifts in organizational roles and formal structures, metrics and performance management, goals and policies (see also the 5R Framework). Systemic change is an inner as well as outer process (see the Impact Loop of Inner and Outer Change). As much as it involves work on the individual level, such as changing our perception of the world and developing awareness, it involves work on the collective level that means teams, networks, organisations and ultimately systems in which we operate.
More practically speaking, for a system to change, we must first see ourselves as part of it and recognise how it also lives within us. These first steps help us to realise that we are in some form co-responsible for the situation we find ourselves in. At the same time, we all can be a part of shaping potential and healthy pathways forwards, too. Systemic change, therefore, starts with the perception of personal responsibility as an active actor in the system and one’s sense of agency towards contributing to a healthy and long-lasting change. Once this is activated, one may work on two levels:
first, and that's especially for process designers and hosts, to support individuals within the system to realise their own systemic role and responsibility;
second, and that's the Catalysts main focus is to work directly on the system level by convening a diversity of the stakeholders to come together, learn from each other, understand the deeper issues at work, and sense into emerging ideas and co-create meaningful actions together.
Of course, these two categories do not exclude each other but rather go hand in hand. In either case, not being a lone fighter is key to persisting. This highlights the importance of community and collaboration within the field of systemic change.
The Triangles of “Why, How, What”, and “Where, When and Who” of Systemic Change
“The success of an intervention depends on the interior condition of the intervenor.”
Bill O'Brien.
In our Western society, we are well educated in the WHAT. The what of our actions “out there” and on what we “should” do. This is a great asset if going hand in hand with knowing the deeper WHY and embodying an aligned HOW of our actions and non-actions.
That’s where it starts to get wobbly in our current society. Daring to see behind the veil and under the surface of what is visible, is not only something we are not encouraged to do but it even has a touch of unpleasant discomfort or even a slight sense of danger. Hiding, covering up, fast-fixing and controlling what's “not-nice” and “unwanted” is a rather common way of showing up.
The WHAT and the WHY are always joined by the HOW – consciously or unconsciously. They are forming a triangle of how we embody and live the change we want to see.
The HOW is somehow our internal operating system. The way we are wired and informed by the context we grew up, live and work in. The world view and values we cultivate through our conscious and unconscious actions, the stories we hold onto and our relationship to ourselves, each other, nature and life itself.
For “doing” work with systemic change effect, we have to up our game and approach not only the WHAT and the WHY consciously but practice – and this is an ongoing one – an awareness-based HOW. A HOW, our culture of being, that is aligned with the WHAT we want to see in the world.
The How is also the place where we as teams – while being focused on the work outside (WHAT) – shift the deeply ingrained patterns from within (see the Impact Loop of Inner and Outer Change).
Aligning the HOW with our WHAT and the deeper WHY is actually the real work. Too many times we can witness that organisations – including our own - have great visions and ideas yet if we see HOW those get implemented and translated, the old patterns are more than obvious.
So how can we stop pretending and with curiosity dare to see what our actions really tell and cause?
Another triad is the WHO, WHEN and WHERE.
For any idea or initiative to be generative and having a healthy long-lasting effect, it’s important to ensure a good level of coherence among the WHO, WHERE and WHEN.
The WHEN speaks of the element of right timing and sensing the ripeness in the larger context for an idea. Imagine playing “Jumping-Rope” with others:
It’s important to sense the exact right moment to enter into the circling rope. When we are acting too early - being it out of eagerness, sense of urgency or enthusiasm or too late, being it out of caution, doubt or fear -, we may miss the window of opportunity. Each context has its own rhythm and it’s important to know when to act so our beautiful seeds may fall on fertile soil.
The important questions to ask are:
What's ready to be done or acted upon now?
What else may need to take place first?
To know the right timing is not something one person can do alone. This is the work of a circle that represents to a certain extent the diversity of the system we are dedicated to. It's important to take the time to sense deeper what’s really of most value right now – having the longer-term aim in sight at all times. A not-acting can sometimes be exactly the right thing to “do”.
The WHO speaks of the people and organisation involved to pivot the work in the most powerful way forward. It’s important to be able to create an aligned group, to begin with. This work requires healthy teamwork. At the same time, we also don’t want to get stuck in our bubble of like-minded people. Including people with different opinions or backgrounds ensure a healthy level of cross-pollination and “bio-diversity”. Cultivating a shared culture of practice (see the HOW) among those people is essential though to ensure aligned and explicit ways of being together: for example how we are welcoming intensities and differences.
On the level of the WHO we may want to ask the questions:
Are the right people present?
Who have we marginalized?
Do we have enough diversity in terms of backgrounds, experiences, perspectives?
Are we ready to commit to this work?
The WHERE speaks of the clarity regarding our leverage points and entry doors into a specific system. It’s important to be mindful of where we may have (already) a low threshold entry, where we can build on existing relationships or have direct access to someone. These entry doors may sometimes disguise themselves or seem not to be the official door. Building and maintaining trust-filled relationships are core. Donella Meadows, a renowned Systems Thinker has done a great job naming the different leverage points to intervene in a system and their order of effectiveness. Please read The 12 Leverage Points and make yourself familiar with this work.
You may want to ask yourself:
Where is it simple to establish trust?
Where can we create alliances?
Where are there doors open that we may not have seen before?
Coming back to the quote of Bill O’Brien, we have witnessed and hold the assumption that the outcomes of any intervention depend on the interior state - meaning presence, awareness and readiness to shift deeply ingrained patterns - of the intervenor and the team, the dynamics and health in the intervenor’s team and in the social field and community in which the intervention is embedded and part of.
As our current society has too few spaces to come together and reflect on this deeper HOW and support us all to refine and sharpen them as an ongoing practise, we like to invite and call upon everyone to include in each so-called systemic change project or organisation the active focus on the HOW. This by creating a shared and context-appropriate language and embodied practices as well as including regular reflection space as individuals, groups and teams (see also Kolb’s Learning Cycle).
These spaces are our shared educational playgrounds – co-learning from each other. A place where the CARE (in Educare = Education) for us as individuals, each other and the whole is put again at the centre.
Words of encouragement
“Most systems are by nature dynamic and complex and systemic change cannot be planned. Instead, systemic change requires innovation, experimentation as well as constant learning and adaptation.”
Source
Luea Ritter is part of the design and hosting team for collaboratio helvetica’s Catalyst Lab. This learning and design process has been created to support individuals and their teams with the implementation of the Sustainable Development Goals (SDGs) in Switzerland. Luea is also part of the Practitioner Circle and supports different long-term mandates. Luea thrives within complexity, and through a diverse medley of fields she has developed a high sensitivity for context-based social dynamics. She weaves societal and systemic change practices, trauma and healing work, leadership, collaboration and earth-based wisdom traditions to cultivate capacities in individuals and collectives. Besides her work for collaboratio helvetica she works internationally across sectors to guide multi-stakeholder design and transition processes that embrace the challenge and potential of our times and support social innovation. She co-founded Collective Transitions, an action-research organization dedicated to making the implicit valued, and building shared capacities for transformational shifts.
