{"title":"The Principles and Practices in Action","authors":"C. Rayner, François Bonnici","doi":"10.1093/oso/9780198857457.003.0010","DOIUrl":"https://doi.org/10.1093/oso/9780198857457.003.0010","url":null,"abstract":"This book asks a rather simple but bold question: “How do organizations create systemic social change?” This question is growing in importance, becoming part of the strategic conversation for all types of organizations, not just those specifically focused on social change. Business leaders, politicians, educators, employees, and parents are grappling with the realization that complex social change can rapidly impact their everyday lives. As frustration at the slow pace of change grows, and the world’s wicked problems—such as inequality, climate change and racial justice—proliferate, people are increasingly recognizing that we need to find ways to tackle the root causes of these issues rather than just addressing the symptoms. In the face of these challenges, it is easy to default to our more traditional views of leadership and problem-solving, which celebrate an us-versus-them mentality, top-down decision-making, and aggressive power stances. Systems work—with its focus on the process of change including our day-to-day actions and relationships—may feel counterintuitive in this rapidly emerging future. Yet, as the authors’ research has shown, the future is demanding a different kind of leadership, one that emphasizes the ways we work as much as the outcomes we pursue.","PeriodicalId":299522,"journal":{"name":"The Systems Work of Social Change","volume":"42 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-09-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132338053","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Measuring for Learning","authors":"C. Rayner, François Bonnici","doi":"10.1093/oso/9780198857457.003.0008","DOIUrl":"https://doi.org/10.1093/oso/9780198857457.003.0008","url":null,"abstract":"Measuring systems change raises the fundamental questions of systems work: namely, who, what, and when are we measuring, and why? Measurement should be embedded in systems work as a practice, not just to prove successful outcomes but as part of the overall learning process of organizations and broader collectives. This kind of measurement puts primary actors in charge of their own data, revealing a deeper understanding of what is valued by those who are immersed in the context of a social issue. To measure systems work more effectively, organizations and their supporting actors can support self-evaluation, surface invisible value, shorten feedback loops, and measure for meaning. When measuring for learning, organizations are able to ask different questions, recognizing that the primary aim is to determine “what is happening” rather than “what worked.” Organizations and primary actors are also able to access “deep data” that captures the richness of individual experiences while visualizing the bigger picture as it emerges.","PeriodicalId":299522,"journal":{"name":"The Systems Work of Social Change","volume":"9 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-09-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133456330","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"An Industry of Social Change","authors":"C. Rayner, François Bonnici","doi":"10.1093/oso/9780198857457.003.0001","DOIUrl":"https://doi.org/10.1093/oso/9780198857457.003.0001","url":null,"abstract":"Although we may not realize it, the prevailing approach to social change is driven by an industrial mindset that has been two centuries in the making. With this mindset, public, private, and nonprofit sectors exchange large sums of money, expertise, and resources in pursuit of ambitious goals to stave off poverty, disease, and hunger at a global scale. Yet, despite this massive effort, social problems still seem insurmountable. In Chapter 1, the authors consider how this “industrial” approach to social change emerged historically, creating an architecture that is currently used to imagine, fund, and implement social change. This architecture leads to many of the unintended consequences faced today.","PeriodicalId":299522,"journal":{"name":"The Systems Work of Social Change","volume":"127 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-09-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133737959","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Connection, Context, and Power","authors":"C. Rayner, François Bonnici","doi":"10.1093/oso/9780198857457.003.0003","DOIUrl":"https://doi.org/10.1093/oso/9780198857457.003.0003","url":null,"abstract":"In Chapter 3, three principles of systems work are proposed: the values and beliefs that organizations uphold to support systems that are more responsive and representative of the people who live in them. These principles are: Principle 1—Foster Connection: Organizations working in systems foster connection, building new collective identities that keep groups together while learning. Principle 2—Embrace Context: Organizations working in systems embrace context, equipping primary actors to respond to day-to-day complexity, dynamically adapting as the context requires. Principle 3—Reconfigure Power: Organizations working in systems reconfigure power, putting decision-making and resources in the hands of primary actors, ensuring that social systems fully represent the people who live in them.","PeriodicalId":299522,"journal":{"name":"The Systems Work of Social Change","volume":"92 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-09-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129086477","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Complexity, Scale, and Depth","authors":"C. Rayner, François Bonnici","doi":"10.1093/oso/9780198857457.003.0002","DOIUrl":"https://doi.org/10.1093/oso/9780198857457.003.0002","url":null,"abstract":"Chapter 2 proposes that current approaches to understanding social problems are insufficient and instincts to “fix” are also flawed. Intractable social challenges share three features: complexity, scale, and depth. Understanding how these lead to their intractability requires a different, deeper approach. Complexity arises when there are many variables interacting in unpredictable ways, while scale means that problems become bigger as efforts are made to solve them across larger geographies and populations. While each of these features gives rise to confounding consequences, the third feature is the hardest of all. Social challenges have depth when they arise from deeply held beliefs, values, and assumptions that no longer serve us well. The authors argue that the most enduring examples of social change focus on the process itself, ensuring that systems become responsive and representative, with learning at the heart of the change process.","PeriodicalId":299522,"journal":{"name":"The Systems Work of Social Change","volume":"21 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2021-09-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125150277","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
求助内容：
应助结果提醒方式：