AnaBogusky Thepower totranscendparadigmsEasterbrook,Steve. 2011. ThePower to ChangeSystems. Planet3.0 WebsiteChange themindset orparadigm outof which thesystem arisesMulgan, Geoff,and CharlieLeadbeater.“Systemsinnovation.”London: Nesta(2013).Places in thesystem where asmall changecould lead to alarge shift inbehaviorNurture thepower to add,change, evolveor self-organizesystemstructure.Change thestructure ofmaterialstocks andflowsIncrease thestrength ofnegative feedbackloops relative tothe impacts theytry to correctagainstCaitlinYongCristinaRamirezChange thestructure ofinformation flows,to alter who does(or does not) haveaccess toinformation.Meadows, DonellaH. 2008. Thinking inSystems A Primer.Chelsea GreenPublishing. Part 3 p.145-185.PointsofpowerChanges inconstants,parameters,numbersLead us to the edgeof what analysis cando and then pointbeyond—to whatcan and must bedone by the humanspirit.ChisagoReduce thegain aroundpositivefeedbackloopsChange thelength ofdelays, relativeto rate ofsystem changeChange thesizes ofbuffers andstocks relativeto their flowsChangethe goal ofthesystemPlaces toIntervenein aSystemRileyCavanaughChange therules of thesystem(incentives,punishments,constraints)Stroh, David Peter.“Leveraginggrantmaking:Understanding thedynamics of complexsocial systems.” TheFoundation Review 1.3(2009): 9. Part 1.AnaBoguskyThepower totranscendparadigmsEasterbrook,Steve. 2011. ThePower to ChangeSystems. Planet3.0 WebsiteChange themindset orparadigm outof which thesystem arisesMulgan, Geoff,and CharlieLeadbeater.“Systemsinnovation.”London: Nesta(2013).Places in thesystem where asmall changecould lead to alarge shift inbehaviorNurture thepower to add,change, evolveor self-organizesystemstructure.Change thestructure ofmaterialstocks andflowsIncrease thestrength ofnegative feedbackloops relative tothe impacts theytry to correctagainstCaitlinYongCristinaRamirezChange thestructure ofinformation flows,to alter who does(or does not) haveaccess toinformation.Meadows, DonellaH. 2008. Thinking inSystems A Primer.Chelsea GreenPublishing. Part 3 p.145-185.PointsofpowerChanges inconstants,parameters,numbersLead us to the edgeof what analysis cando and then pointbeyond—to whatcan and must bedone by the humanspirit.ChisagoReduce thegain aroundpositivefeedbackloopsChange thelength ofdelays, relativeto rate ofsystem changeChange thesizes ofbuffers andstocks relativeto their flowsChangethe goal ofthesystemPlaces toIntervenein aSystemRileyCavanaughChange therules of thesystem(incentives,punishments,constraints)Stroh, David Peter.“Leveraginggrantmaking:Understanding thedynamics of complexsocial systems.” TheFoundation Review 1.3(2009): 9. Part 1.

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.


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