via Francisco Varela on science, art and religion 1983 – YouTube
Inspired by this tweet, which has an excerpt: https://twitter.com/jakeorthwein/status/1226606543006658560?s=12
Recent Updates Page 293
Gurwinder on Twitter: “MEGATHREAD TIME: In 40 tweets I will describe 40 powerful concepts for understanding the world. Some are complex so forgive me for oversimplifying, but the main purpose is to incite curiosity. Okay, here we go:” / Twitter
Science of Stories
Stories have the power to shape our identities and worldviews. They can be factual or fictional, text-based or visual and can take many forms—from novels and non-fiction to conspiracy theories, rumors and disinformation. This Collection includes primary research papers that propose innovative, data-driven approaches to understanding stories and their impact, on such topics as the nature of narrative and narrative thinking, methods to extract stories from datasets and datasets from stories, the role of narrative in science communication, and the transformative power of stories.
Source: collections.plos.org
Trojan Mice in 900 Seconds – What’s the PONT
WHAT’S THE PONT
Bridging People and Ideas……
Trojan Mice in 900 Seconds
FEBRUARY 9, 2020 BY WHATSTHEPONT
Be careful what you wish for… After blathering on about Trojan Mice for ages people have actually paid attention. Thank you Paul Taylor for the mentions in this post The Complex Problem with Big Change Programmes and People Aren’t Sick of Change, They are Sick of Change Programmes.There’s an important point in Paul’s posts. Trying to change things in a straightforward, highly predictable and controlled environment is very different to trying to change things in a complex, unpredictable and uncontrolled environment. It’s not just a case of using the same tools to do a different job. You wouldn’t expect a carpenter to fix your gas boiler with a hammer and chisel. Trojan Mice are not the same as Prince 2 Project Management (although they do need a proportional level of management).
Thanks also to Neil Prior from Practice Solutions who arranged for me to explain the concept of Trojan Mice to a live audience. This is where the 900 seconds comes in. It’s basically 15 standard minutes, sounding a bit more interesting and hopefully attention grabbing.
900 Seconds of Trojan Mice. Here are the visuals I’m going to use in my 900 seconds; five of them. So that’s roughly three minutes a drawing. I’m posting them here as a bit of a road test. Any comments or observations gratefully received.
Setting the scene and planting the key messages: hopefully this does what it says on the tin. I think I should emphasise that this is about an approach to complex situations. It’s not an attack on project management and Prince 2 , they are approaches designed for controlled environments. Trojan Mice are about probing and gathering data to make sense of complex problems.
continues in source: Trojan Mice in 900 Seconds – What’s the PONT
Applications Invited for Food Systems Leadership Retreat in Oregon | ATTRA | Sustainable Agriculture Program
Applications Invited for Food Systems Leadership Retreat in Oregon
Posted on February 6, 2020 in Latest News by Tracy Mumma
Applications close on February 24, 2020, for the Food Systems Leadership Retreat hosted by the Wallace Center’s Food Systems Leadership Network in Canby, Oregon, April 27-30, 2020. The retreat is a 2.5-day facilitated convening of food systems leaders that digs deep into the tools of systems leadership and systems thinking for social change. Participants are guided through hands-on, experiential workshops that will strengthen leadership skills, offer new tools for mapping and finding change levers, and support their growth as effective facilitators of community change processes. This retreat will convene leaders from the Northwest region who are working on equitable economic development through food and agriculture. This opportunity is available to staff and leaders from nonprofit organizations and organizations with fiscal sponsors.Share
Print page 0 Likes
Cultivating energy for systems change | kumu podcast ‘In Too Deep’ Episode 11
In Too Deep
Cultivating energy for systems change | Episode 11
JANUARY 13, 2020
In Too Deep
Cultivating energy for systems change | Episode 11
00:00 | 40:37
Rewind Speed Forward
Info ShareSHARE EPISODE
Share on Facebook Share on Twitter Share on LinkedIn Download
SUBSCRIBE
Apple PodcastsSpotifyMore
Apple Podcasts
Spotify
Google Podcasts
Overcast
Pocket Cast
Castro
Castbox
Podchaser
RSS Feed
Buzzsprout
Subscribe Share Episode
SHOW NOTES
This week we’re joined by Chris Block, who is currently the Chronic Homelessness Initiative Director at Tipping Point Foundation. Previously he was the CEO of American Leadership Forum, Silicon Valley, as well as a number of other roles all really in the thick of it, as a systems leader working on systems change. I think you’ll find he has a fascinating background, with lots of insights to share, so let’s dive in.Read the full transcript on the In Too Deep blog.
THE ADJACENT POSSIBLE – A Talk with Stuart A. Kauffman [11.9.03] | Edge.org
THE ADJACENT POSSIBLE
A Talk with Stuart A. Kauffman [11.9.03]
An autonomous agent is something that can both reproduce itself and do at least one thermodynamic work cycle. It turns out that this is true of all free-living cells, excepting weird special cases. They all do work cycles, just like the bacterium spinning its flagellum as it swims up the glucose gradient. The cells in your body are busy doing work cycles all the time.
Are living beings extended autopoietic systems? An embodied reply
Mario Villalobos, Pablo Razeto-Barry
Adaptive Behavior Vol 28, Issue 1, 2020
Building on the original formulation of the autopoietic theory (AT), extended enactivism argues that living beings are autopoietic systems that extend beyond the spatial boundaries of the organism. In this article, we argue that extended enactivism, despite having some basis in AT’s original formulation, mistakes AT’s definition of living beings as autopoietic entities. We offer, as a reply to this interpretation, a more embodied reformulation of autopoiesis, which we think is necessary to counterbalance the (excessively) disembodied spirit of AT’s original formulation. The article aims to clarify and correct what we take to be a misinterpretation of AT as a research program. AT, contrary to what some enactivists seem to believe, did not (and does not) intend to motivate an extended conception of living beings. AT’s primary purpose, we argue, was (and is) to provide a universal individuation criterion…
View original post 87 more words
Seven conceptions of ‘systems change’: A starting point for intervention | Saïd Business School (January 2020)
source Seven conceptions of ‘systems change’: A starting point for intervention | Saïd Business School
Expert comment
Seven conceptions of ‘systems change’: A starting point for intervention
Almost a year on, the Systems Change Observatory at the Skoll Centre shares early research findings
How do you solve wicked problems such as climate change, global poverty and wealth inequality – issues core to the UN Sustainable Development Goals (SDGs)?
Global changemakers and social impact institutions broadly agree: Persistent problems demand systemic solutions. In other words, they require coordinated institutional efforts to drive long-lasting systems change.
How do we get started with this? How do we actively steer systems change to address the most pressing issues of our time?
To begin, there are several challenges to consider. One, systems change takes time and resources. Two, there is no single view about how systems change actually works. Three, it is unclear how standard research can inform practice and policy for systems change.
The Systems Change Observatory (SCO), a research initiative from the Skoll Centre for Social Entrepreneurship, seeks to address these challenges directly. Combining research and practice, it strives to create what Skoll Centre Director Dr Peter Drobac calls ‘a practical roadmap for changing the world.’
Conceptions of systems change
The SCO is focused on mapping how systems change is practised in key sectors, with attention to both global North and South contexts. Led by Professor Marc Ventresca, the three-year research initiative leverages data from 110 social ventures – representing a wide range of industries and varied focus on systems change – captured over 15 years. In addition, the baseline research draws upon public information from many of the world’s most influential social impact funders, and also builds on relevant work from other academic centres and global agencies.
‘Academic approaches often grapple with “whole system” approaches’, according to Ventresca. ‘Our team is engaging these familiar models and also exploring a novel starting point: intervention and problem-solving tools, grounded in empirical cases. The world is messy, complex. We pay attention to research that integrates practice and theory, a first step in directly supporting changemakers in the world.’
In August 2019, the SCO team outlined early research findings at the Academy of Management research conference in Boston. Specifically, the team presented the different ways key funders operationalise ‘systems change’ in practice rather than in theory. These amount to seven conceptions of systems change.
‘Ours is not a theory-driven framework’, notes Dr Paulo Savaget, a postdoctoral researcher on the team. ‘These are the conceptions that funders like Acumen, Skoll, the Gates Foundation and AKDN have supported to effectively respond to systematic challenges. Each makes key assumptions about actors, resources, forms of intervention, and the nature of impact on incumbent activities and behaviours.’
The seven conceptions of systems change the research identifies include:
- Disrupt the status quo. Build momentum to transform ‘mainstream’ behaviours and activities, changing what is often seen as taken for granted, inevitable.
- Explore cause and effect. When a system is not working as it should, identify and address the root causes of a problem instead of its symptoms.
- Empower people. Democratise power throughout the system and enable disenfranchised people to take action, to have a multiplying effect and address issues ignored by the privileged and powerful.
- Improve coordination. When agencies act in isolation, they often have little capacity to bring in new actors or try to change the game. Instead, help current players work together, exploring synergies towards common goals.
- Scale up. Focus on expanding the organisation’s operations, broadening its offerings and extending its reach, to impact more people and other regions.
- Scale deep. Instead of expanding out, push the organisation to do more in its current area of specialisation with multiplex ties in the local community or region.
- Go beyond your organisation. Engage a broader view of the boundaries and expectations of what the organisation can and should do, engaging with broader opportunities with stakeholders and the ecosystem.
Building a ‘hub’ for systems change
The seven conceptions are a starting point for further research and engagement with key SCO stakeholders. This work will centre on trialling the findings, refining them and converting them into actionable insights. For the next phase of research, the SCO will investigate how systems change is pursued, framed, measured and ultimately legitimised.
While the near-term goal is to understand how systems change is practised in diverse and complex contexts around the world, the longer-term goal is something more ambitious: to enrich and change the model of engagement with different stakeholders and catalyse positive change.
‘Currently, the way experts and practitioners engage with one another is uneven and has little “translational” research guidance,’ Ventresca explains. ‘Our Skoll Centre at the Saïd Business School has an opportunity to become a hub for systems change – to bring actors together, foster collaboration, streamline efforts and build a sense of common purpose among social entrepreneurs and other changemakers, researchers, consultants, foundations and universities.’
Acknowledgements: We thank colleagues at the Skoll Centre, the Skoll Foundation and among Skoll Scholar alumni for early comments. The SCO research team also includes Nikhil Dugal, Lu Cheng and Skoll Centre Associate Director for Programmes, Dr Zainab Kabba, with media support from Georgia Rafferty.
source Seven conceptions of ‘systems change’: A starting point for intervention | Saïd Business School
Principles of the self-organizing system W. Ross Ashby (1962)
Classical Papers – Principles of the self-organizing system
E:CO Special Double Issue Vol. 6 Nos. 1-2 2004 pp. 102-126
Principles of the self-organizing system
W. Ross Ashby
Originally published as Ashby, W. R. (1962). “Principles of the self-organizing system,” in Principles of Self-Organization: Transactions of the University of Illinois Symposium, H. Von Foerster and G. W. Zopf, Jr. (eds.), Pergamon
Press: London, UK, pp. 255-278. Reproduced with the kind permission of Ross Ashby’s daughters, Sally Bannister, Ruth Pettit, and Jill Ashby. We would also like to thank John Ashby for his generous assistance in obtaining their permission.
Source (pdf)
Key takeaways from Team of Teams by General Stanley McChrystal – Beau Gordon
Small Arcs of Larger Circles framing through other patterns Nora Bateson With a Foreword by Sahra Bateson Brubeck An extract: Parts & Wholes, Hope & Horror
Creating a systems canvas – The Point People – Medium
Creating a systems canvas
Cat Drew
Following
Jan 27, 2019 · 5 min read
Why do it in the first place?
Towards the end of last year, I asked the Point People Whatsapp channel, does anyone know of a ‘systems canvas’ that I could use on a project? I was after something that people and organisations from across a system could work together to create which would serve as a visual reminder of the ingredients they needed to take a wide and sustained approach to achieving their goal (increasing physical activity).
It is of course, not as simple as that. Systems change is complex, ever emergent and is forged in relationships rather than setting out a nice, rational plan on a piece of paper. However, in the same way as mapping is valuable in creating a shared understanding of what is going on, it is similarly important to communicate a shared sense of where we are going to.
There are many tools, guides and articles out there (including Systems change: a guide to what it is and how to do it by NPC & Lankelly Chase, Systems Changers by The Point People, the Systems Changers Programmedesigned by the Point People & Lankelly Chase, Systems Practice by the Omidyar Group and Putting the system back into systems change: a framework for understanding and changing organisations & community systems by Pennie Foster-Fisherman). This exercise was not to duplicate these, but rather to draw on this work, and bring together the conclusions into one place to share with the system you are working with.
Continues in source Creating a systems canvas – The Point People – Medium
Canvas: https://www.slideshare.net/CatDrew1/the-point-people-systems-canvas
You must be logged in to post a comment.