The Elephant of Complex Systems Change
People often ask how I came to do the work that I do today. I usually say, “I had no plan. I just wanted to learn about a lot of things, I love people, and I wanted make a difference, and so I ended up doing what I do.”
Not the most helpful reply, I admit, but true at least.
The next question is often a variation of “If I want to do what you do, what should I learn?” If that might be a question in your own mind, read on…
Okay. This is a tougher question to answer, in part because I’m not you and in part because it’s like trying to describe a whole elephant all at once. In our approach to systems change, a number of seemingly disparate disciplines come together and each performs a useful function, so it’s hard to take them apart. To answer the question of what one should learn to do this work, should I focus on design thinking, systems thinking, Agile, Lean, or maybe (the thing I use the most but that most people have never heard of) Gestalt Facilitation? I can’t talk about all of them at once but none of them alone will answer the question.
This article is an attempt to at least outline the whole elephant—all the fields and concepts that we tend to use at CoCreative. I’m laying out the 28 fields and over 200 concepts and practices that we draw on—sometimes daily, sometimes occasionally—in our work. It’s a picture that may look like a disparate collection of theories, models, and methods but is really coherent, unified, and whole.
To be honest, I did wonder if I was taking a worthwhile chance with this article. For people aspiring to do systems change work (and we actively encourage more people in doing this work!), I do not want this article to be overwhelming. I especially do not want anyone to conclude that, “I can’t study or learn all that stuff, so I won’t be successful in this work”… because that’s just not true.
One benefit of CoCreative's experience in drawing from across these fields is that we have taken some of the best concepts and tools from them and pulled them together into an approach that leverages the key benefits of each more simply and practically than they tend to appear in their native contexts. For example, the typical methods used in systems thinking are complex and, we think, largely impractical with diverse groups, so we’ve developed and captured ways of mapping systems that are practical and that nearly anyone can do (and you can find these on our Tools page).
We also provide tools and insights from these fields in our coaching and consulting work so our clients typically learn them at a time and at a stage of work when they are relevant and their value is immediately apparent. In other words, you don’t need to learn all the bits and pieces of the fields below—and you likely won’t, but you can be successful anyway with the right support.
One more note before I share the whole elephant:
At the last minute and on Maren’s advice, I divided the 28 fields into 4 sections, with those we use most often in section 1 to those we use least (but still love) in section 4. We hope that if you decide to study any field directly (and consult the primary sources for yourself) this simple weighting will give you some sense of what might be most valuable for leading your own multi-stakeholder collaboration.
That final addition also yielded a valuable insight: The most useful fields in our work are the ones that deal with how we think and how we perceive what’s going on in the system and within ourselves, rather than on specific steps, behaviors, or tools. That makes sense because what we see (or don’t see), what we believe (or don’t believe), and how we make sense of the world together have a much more profound impact on the effectiveness of our work than any specific action we might take or not take.
Here it is: The Whole Elephant
The first part, and in many ways the basis of Collaborative Innovation, is the work of Susan Davis and her KINS approach to building social innovation networks. KINS is a basis for identifying the right people for a network and creating the foundation for effective collaboration ins very diverse groups. And then there's the magic of Susan added in, with her almost unique ability to identify the people who can collaborate effectively to lead real transformation (that's probably not easy to teach, except by doing what Susan does and embracing your intuition!).
And here's the rest of the elephant:
Group 1: We use this Stuff All the Time
These 5 fields form the core of our approach at CoCreative.
An approach to working with individuals and groups that centers on how people experience and shape reality
Concepts and Methods: Intent, figure-ground, group energy and the cycle of experience, emergence, Pragnanz, similarity, continuity, proximity, closure, paradoxical theory of change, levels of system, bringing the difference that the group lacks, congruence, use of self, presence, modeling, experimentation, managing energy, satisfying units of work
Resources: Emergence: The Gestalt Approach to Change by Herb Stephenson, Making A Difference With Your Presence: Use of Self and Self-Mastery by John Carter, Organizational Consulting: A Gestalt Approach by Edwin Nevis
Organization Development/Dialogic OD
A body of theory and practice focused on increasing organizational effectiveness and health
Concepts and Methods: Group structure and dynamics, change management, change metaphors, dialogic OD, group/organization/intergroup culture, action research, developmental view, use of self, boundaries
Resources: Dialogic Organization Development: The Theory and Practice of Transformational Change by Gervase Bushe & Robert Marshak; Images of Organization by Gareth Morgan
An approach to solving problems that leverages the creative strategies that designers uses to design products and services
Concepts and Methods: Human-centered perspective, ethnography, empathy and grounding strategy in the human experience, prototyping to learn, how might we?
Resource: DesignKit by IDEO; Innovating for People: Handbook of Human-Centered Design Methods by LUMA Institute
A way of understanding a whole system and the dynamics within that system to create more resilient and powerful solutions
Concepts and Methods: Seeing the whole system and its dynamics, and the human experience within that system, impact of structure on behavior, feedback loops, archetypes and traps, levels of system, leverage points
Resources: Thinking in Systems: A Primer by Donella Meadows; Systemic Decision Making: Fundamentals for Addressing Problems and Messes by Patrick Hester & Kevin Adams
A framework for seeing and leveraging the values tensions that underlie most group dynamics
Concepts and Methods: Seeing and leveraging underlying values tensions, greater purpose, deeper fear, corrections, vicious and virtuous cycles, tunnel vision, forecasting, correcting, scapegoating, The Pendulum, interdependence, gap analysis, fixes that fail, multarities
Resource: And: Making a Difference by Leveraging Polarity, Paradox or Dilemma by Barry Johnson
Group 2: We Use this Stuff Often
These fields give us concepts and tools that make the work move faster or go deeper so we tend to use them fairly often, especially in virtual and in-person work sessions. Our use of some of these areas, such as racial equity, varies based on the type of challenge we're working on (e.g. more social or more environmental) but tend to inform our work regardless of the type of challenge.
An approach to rapidly testing, validating, and adapting an idea to turn it into reality
Concepts and Methods: Rapid prototyping, minimum viable products, eliminating uncertainty, demonstrating and validating progress, fail fast/fail early
A “time boxed” and iterative approach to solving problems incrementally rather than through a single process of analysis, development, and delivery
Concepts and Methods: Working versions, collaboration versus negotiation, adapting to change in real-time, rapid iteration, testing and focus on continual creation of value
Resource: Agile Business: A Leader's Guide to Harnessing Complexity by Bob Gower and Rally Software
The study and practice of how to most efficiently and effectively get a group from point A to point B by leveraging knowledge of group dynamics
Concepts and Methods: Divergence, convergence, ambiguity, uncertainty, shared frameworks, open discussion, closure, the “Groan Zone”
Resource: Facilitator's Guide to Participatory Decision-Making by Sam Kaner and Michael Doyle
Work specifically on advancing racial equity, as distinct from diversity and inclusion work, which is often internal to organizations
Concepts and Methods: Multi-level racism (intrapersonal, interpersonal, institutional, systemic), historical trauma, white supremacy culture, privileged resistance, intersectionality
Resource: Dismantling Racism Workbook
Group 3: We Use this Stuff Sometimes
We borrow—and often adapt—concepts from these fields to make our work more effective. While we may use them more implicitly in our work (e.g., we’re not usually talking with network participants ABOUT storytelling and narrative), they each provide helpful lenses and concepts that make the work better. Sometimes, as with the field of Strategy, we get at the same outcomes using approaches from the fields above, so while the fields below seem important (and are in other contexts), they’re not as critical for us.
A model for improving the quality of awareness, attention, and consciousness among the people in a system to produce better outcomes
Concepts and Methods: Supporting presence from absence, seeing the system and me within that system, holding the space of listening, observing, sensing, presencing, crystalizing, prototyping, performing
Resource: Theory U: Leading from the Future as It Emerges by C. Otto Scharmer
The study and practice of getting projects done in ways that both achieve specific goals and meet specific success criteria
Concepts and Methods: Constraints model, project structure, clear goals, transparency about project status, risk recognition, managing disturbances
Resource: Project Management for the Unofficial Project Manager by Kory Kogon, Suzette Blakemore, James Wood
The study and practice of how to develop stories and narratives that inspire, align, and motivate people to do wonderful things
Concepts and Methods: Generative stories, hero's journey, framing, empathic narrative, strategy as story, storyboarding
Resource: Circle of the 9 Muses: A Storytelling Field Guide for Innovators and Meaning Makers by David Hutchens
Cultural Difference & Competency
The study of cultural differences in values, meaning-making, problem-solving
Concepts and Methods: Axiology, dimensions of cultural difference, philosophical aspects of culture difference
Resource: Cultures and Organizations: Software of the Mind by Geert Hofstede, Gert Jan Hofstede, and Michael Minkov
The study of how to define a unique and valuable proposition, and how resources, skills, and competencies should be combined to deliver on that proposition
Concepts and Methods: Strategic paths, scenarios, strategy is as much about what you don't do and what you do, environmental scanning
Resources: Strategy Safari: Complete Guide Through the Wilds of Strategic Management by Henry Mintzberg and Bruce Ahlstrand; Value Proposition Design: How to Create Products and Services Customers Want (Strategyzer) by Alexander Osterwalder, Yves Pigneur, Gregory Bernarda, Alan Smith, Trish Papadakos
An approach to understanding and dealing with natural and artificial systems as they are, and not by simplifying them or breaking them down
Concepts and Methods: Emergence, path dependence, adaptation, self-organization, tipping points, powerful attractors, snap-back, networks, network nodes, network edges, feedback loops, whole system, synergy
Resource: Complexity: The Emerging Science at The Edge of Order and Chaos by M. Mitchell Waldrop
A method of knowledge creation involving systematic observation, measurement, and experiment, and the formulation, testing, and modification of hypotheses
Concepts and Methods: Hypotheses, testing, learning intent, provisional knowledge, intersubjectivity
Resource: Take any good science class!
The study of how to develop new and valuable things that didn’t exist before, and how to get those developments adopted by others
Concepts and Methods: Four levels of innovation, ideation, concepts and prototypes, iterative design, adoption curve, spiraling, and adoption of innovation, desirable-feasible-viable, innovation funnel, innovation matrix, intuition pumps
Resource: Implementing Diversity by Marilyn Loden (yes, you read that right)
The study and practice of developing and satisfying clients for a consulting practice
Concepts and Methods: Assumptions, goals, client commitment, consultant roles, types of clients, contracting, resistance, feedback, action planning, implementation
Resource: Flawless Consulting: A Guide to Getting Your Expertise Used by Peter Block
Group 4: We Don’t Use this Stuff that Often, but We Love It!
One could build a whole approach to collaboration (and some people have) based on just one of the fields below. Although we didn’t do that, we have studied these fields and they’ve informed our thinking and we occasionally experiment with and use concepts and methods from these fields.
An approach to organizational and social change that focuses on identifying what is working well, understanding why it is working well, and then doing more of it
Concepts and Methods: constructionist, simultaneity, poetic, anticipatory, positive; positive core, wholeness, enactment, free choice, narrative
Resource: Appreciative Inquiry for Collaborative Solutions: 21 Strength-Based Workshops by Robyn Stratton-Berkessel
Open Space Technology
A method for convening groups around a specific question or task or importance and giving them responsibility for creating both their own agenda and experience
Concepts and Methods: Voting with feet, following energy, what emerges is what will happen--or not
Resource: Open Space Technology: A User's Guide by Harrison H. Owen
The process of creating, retaining, and transferring knowledge within an organization or network to improve performance and outcomes
Concepts and Methods: Growth and learning mindset, learning structures, rewarding learning, learning by doing, enabling reflection
Resource: The Fifth Discipline: The Art & Practice of The Learning Organization by Peter M. Senge
An approach to creating performances in which the plot, characters and dialogue of a game, scene or story are made up in the moment
Concepts and Methods: Yes and, everything is an offer, “When in doubt, have fun!”
Resource: Upright Citizens Brigade Comedy Improvisation Manual Paperback by Matt Walsh, Ian Roberts, and Matt Besser
A body of research about how and why people construct organizational structures, processes, and practices and how these, in turn, shape social relations and create institutions that ultimately influence people
Concepts and Methods: Mechanistic organizations, open systems, contingency theory, dialectics of management