Mulgan, Geoff,and CharlieLeadbeater.“Systemsinnovation.”London: Nesta(2013).Change thelength ofdelays, relativeto rate ofsystem changeChisagoPointsofpowerLead us to the edgeof what analysis cando and then pointbeyond—to whatcan and must bedone by the humanspirit.CaitlinYongChange themindset orparadigm outof which thesystem arisesNurture thepower to add,change, evolveor self-organizesystemstructure.Changes inconstants,parameters,numbersEasterbrook,Steve. 2011. ThePower to ChangeSystems. Planet3.0 WebsiteStroh, David Peter.“Leveraginggrantmaking:Understanding thedynamics of complexsocial systems.” TheFoundation Review 1.3(2009): 9. Part 1.Places toIntervenein aSystemChange thesizes ofbuffers andstocks relativeto their flowsMeadows, DonellaH. 2008. Thinking inSystems A Primer.Chelsea GreenPublishing. Part 3 p.145-185.Thepower totranscendparadigmsChange thestructure ofinformation flows,to alter who does(or does not) haveaccess toinformation.Places in thesystem where asmall changecould lead to alarge shift inbehaviorCristinaRamirezIncrease thestrength ofnegative feedbackloops relative tothe impacts theytry to correctagainstChange thestructure ofmaterialstocks andflowsChangethe goal ofthesystemRileyCavanaughChange therules of thesystem(incentives,punishments,constraints)AnaBoguskyReduce thegain aroundpositivefeedbackloopsMulgan, Geoff,and CharlieLeadbeater.“Systemsinnovation.”London: Nesta(2013).Change thelength ofdelays, relativeto rate ofsystem changeChisagoPointsofpowerLead us to the edgeof what analysis cando and then pointbeyond—to whatcan and must bedone by the humanspirit.CaitlinYongChange themindset orparadigm outof which thesystem arisesNurture thepower to add,change, evolveor self-organizesystemstructure.Changes inconstants,parameters,numbersEasterbrook,Steve. 2011. ThePower to ChangeSystems. Planet3.0 WebsiteStroh, David Peter.“Leveraginggrantmaking:Understanding thedynamics of complexsocial systems.” TheFoundation Review 1.3(2009): 9. Part 1.Places toIntervenein aSystemChange thesizes ofbuffers andstocks relativeto their flowsMeadows, DonellaH. 2008. Thinking inSystems A Primer.Chelsea GreenPublishing. Part 3 p.145-185.Thepower totranscendparadigmsChange thestructure ofinformation flows,to alter who does(or does not) haveaccess toinformation.Places in thesystem where asmall changecould lead to alarge shift inbehaviorCristinaRamirezIncrease thestrength ofnegative feedbackloops relative tothe impacts theytry to correctagainstChange thestructure ofmaterialstocks andflowsChangethe goal ofthesystemRileyCavanaughChange therules of thesystem(incentives,punishments,constraints)AnaBoguskyReduce thegain aroundpositivefeedbackloops

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