Change thelength ofdelays, relativeto rate ofsystem changePointsofpowerThepower totranscendparadigmsMeadows, DonellaH. 2008. Thinking inSystems A Primer.Chelsea GreenPublishing. Part 3 p.145-185.AnaBoguskyChanges inconstants,parameters,numbersChange thestructure ofinformation flows,to alter who does(or does not) haveaccess toinformation.Increase thestrength ofnegative feedbackloops relative tothe impacts theytry to correctagainstChange therules of thesystem(incentives,punishments,constraints)Mulgan, Geoff,and CharlieLeadbeater.“Systemsinnovation.”London: Nesta(2013).Changethe goal ofthesystemNurture thepower to add,change, evolveor self-organizesystemstructure.Change thestructure ofmaterialstocks andflowsEasterbrook,Steve. 2011. ThePower to ChangeSystems. Planet3.0 WebsiteStroh, David Peter.“Leveraginggrantmaking:Understanding thedynamics of complexsocial systems.” TheFoundation Review 1.3(2009): 9. Part 1.Change thesizes ofbuffers andstocks relativeto their flowsCristinaRamirezLead us to the edgeof what analysis cando and then pointbeyond—to whatcan and must bedone by the humanspirit.RileyCavanaughPlaces toIntervenein aSystemPlaces in thesystem where asmall changecould lead to alarge shift inbehaviorReduce thegain aroundpositivefeedbackloopsChisagoCaitlinYongChange themindset orparadigm outof which thesystem arisesChange thelength ofdelays, relativeto rate ofsystem changePointsofpowerThepower totranscendparadigmsMeadows, DonellaH. 2008. Thinking inSystems A Primer.Chelsea GreenPublishing. Part 3 p.145-185.AnaBoguskyChanges inconstants,parameters,numbersChange thestructure ofinformation flows,to alter who does(or does not) haveaccess toinformation.Increase thestrength ofnegative feedbackloops relative tothe impacts theytry to correctagainstChange therules of thesystem(incentives,punishments,constraints)Mulgan, Geoff,and CharlieLeadbeater.“Systemsinnovation.”London: Nesta(2013).Changethe goal ofthesystemNurture thepower to add,change, evolveor self-organizesystemstructure.Change thestructure ofmaterialstocks andflowsEasterbrook,Steve. 2011. ThePower to ChangeSystems. Planet3.0 WebsiteStroh, David Peter.“Leveraginggrantmaking:Understanding thedynamics of complexsocial systems.” TheFoundation Review 1.3(2009): 9. Part 1.Change thesizes ofbuffers andstocks relativeto their flowsCristinaRamirezLead us to the edgeof what analysis cando and then pointbeyond—to whatcan and must bedone by the humanspirit.RileyCavanaughPlaces toIntervenein aSystemPlaces in thesystem where asmall changecould lead to alarge shift inbehaviorReduce thegain aroundpositivefeedbackloopsChisagoCaitlinYongChange themindset orparadigm outof which thesystem arises

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