AnaBoguskyCristinaRamirez Easterbrook,Steve. 2011. ThePower to ChangeSystems. Planet3.0 WebsiteRileyCavanaughCaitlinYongChange thesizes ofbuffers andstocks relativeto their flowsMeadows, DonellaH. 2008. Thinking inSystems A Primer.Chelsea GreenPublishing. Part 3 p.145-185.Change thestructure ofinformation flows,to alter who does(or does not) haveaccess toinformation.Increase thestrength ofnegative feedbackloops relative tothe impacts theytry to correctagainstPointsofpowerReduce thegain aroundpositivefeedbackloopsChangethe goal ofthesystemStroh, David Peter.“Leveraginggrantmaking:Understanding thedynamics of complexsocial systems.” TheFoundation Review 1.3(2009): 9. Part 1.Change thestructure ofmaterialstocks andflowsChange themindset orparadigm outof which thesystem arisesChisagoChange thelength ofdelays, relativeto rate ofsystem changeChange therules of thesystem(incentives,punishments,constraints)Thepower totranscendparadigmsPlaces in thesystem where asmall changecould lead to alarge shift inbehaviorChanges inconstants,parameters,numbersPlaces toIntervenein aSystemNurture thepower to add,change, evolveor self-organizesystemstructure.Lead us to the edgeof what analysis cando and then pointbeyond—to whatcan and must bedone by the humanspirit.Mulgan, Geoff,and CharlieLeadbeater.“Systemsinnovation.”London: Nesta(2013).AnaBoguskyCristinaRamirezEasterbrook,Steve. 2011. ThePower to ChangeSystems. Planet3.0 WebsiteRileyCavanaughCaitlinYongChange thesizes ofbuffers andstocks relativeto their flowsMeadows, DonellaH. 2008. Thinking inSystems A Primer.Chelsea GreenPublishing. Part 3 p.145-185.Change thestructure ofinformation flows,to alter who does(or does not) haveaccess toinformation.Increase thestrength ofnegative feedbackloops relative tothe impacts theytry to correctagainstPointsofpowerReduce thegain aroundpositivefeedbackloopsChangethe goal ofthesystemStroh, David Peter.“Leveraginggrantmaking:Understanding thedynamics of complexsocial systems.” TheFoundation Review 1.3(2009): 9. Part 1.Change thestructure ofmaterialstocks andflowsChange themindset orparadigm outof which thesystem arisesChisagoChange thelength ofdelays, relativeto rate ofsystem changeChange therules of thesystem(incentives,punishments,constraints)Thepower totranscendparadigmsPlaces in thesystem where asmall changecould lead to alarge shift inbehaviorChanges inconstants,parameters,numbersPlaces toIntervenein aSystemNurture thepower to add,change, evolveor self-organizesystemstructure.Lead us to the edgeof what analysis cando and then pointbeyond—to whatcan and must bedone by the humanspirit.Mulgan, Geoff,and CharlieLeadbeater.“Systemsinnovation.”London: Nesta(2013).

Leveraging Transition and Transformation - Call List

(Print) Use this randomly generated list as your call list when playing the game. There is no need to say the BINGO column name. Place some kind of mark (like an X, a checkmark, a dot, tally mark, etc) on each cell as you announce it, to keep track. You can also cut out each item, place them in a bag and pull words from the bag.


1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
  1. Ana Bogusky
  2. Cristina Ramirez
  3. Easterbrook, Steve. 2011. The Power to Change Systems. Planet 3.0 Website
  4. Riley Cavanaugh
  5. Caitlin Yong
  6. Change the sizes of buffers and stocks relative to their flows
  7. Meadows, Donella H. 2008. Thinking in Systems A Primer. Chelsea Green Publishing. Part 3 p. 145-185.
  8. Change the structure of information flows, to alter who does (or does not) have access to information.
  9. Increase the strength of negative feedback loops relative to the impacts they try to correct against
  10. Points of power
  11. Reduce the gain around positive feedback loops
  12. Change the goal of the system
  13. Stroh, David Peter. “Leveraging grantmaking: Understanding the dynamics of complex social systems.” The Foundation Review 1.3 (2009): 9. Part 1.
  14. Change the structure of material stocks and flows
  15. Change the mindset or paradigm out of which the system arises
  16. Chisago
  17. Change the length of delays, relative to rate of system change
  18. Change the rules of the system (incentives, punishments, constraints)
  19. The power to transcend paradigms
  20. Places in the system where a small change could lead to a large shift in behavior
  21. Changes in constants, parameters, numbers
  22. Places to Intervene in a System
  23. Nurture the power to add, change, evolve or self-organize system structure.
  24. Lead us to the edge of what analysis can do and then point beyond—to what can and must be done by the human spirit.
  25. Mulgan, Geoff, and Charlie Leadbeater. “Systems innovation.” London: Nesta (2013).