System Change
Adam Zeiner and
classic framework for thinking about managing change
Exploring where impediments are hard, where they are soft and when they can be ignored is powerful.
There exists in such a case a certain institution or law; let us say, for the sake of simplicity, a fence or gate erected across a road. The more modern type of reformer goes gaily up to it and says, “I don’t see the use... See more
Don’t remove a fence until you’ve understood why someone put it up in the first place
To make diagnosis something ‘empowering’, the first step is to completely break it apart and acknowledge all of its potential different and conflicting functions. Diagnosis can give you access to community, or cut you off from community. It can give you access to benefits, or it can bar you from income through employment. It could get you your
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I have heard John McKnight say that advisory groups speak quietly to power, protestors scream at power, and neither chooses to reclaim or produce power. The real problem with rebellion is that it is such fun. It avoids taking responsibility, operates on the high ground, is fueled by righteousness, gives legitimacy to blame, and is a delightful
... See morePLACES TO INTERVENE IN A SYSTEM
(in increasing order of effectiveness)
The systems analysis community has a lot of lore about leverage points. Those of us who were trained by the great Jay Forrester at MIT have all absorbed one of his favorite stories. “People know intuitively where leverage points are,” he says. “Time after time I’ve done an analysis of a company, and I’ve figured out a leverage point — in inventory
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