Reduce thegain aroundpositivefeedbackloopsEasterbrook,Steve. 2011. ThePower to ChangeSystems. Planet3.0 WebsiteChisagoLead us to the edgeof what analysis cando and then pointbeyond—to whatcan and must bedone by the humanspirit.Increase thestrength ofnegative feedbackloops relative tothe impacts theytry to correctagainstCaitlinYongAnaBoguskyChange thesizes ofbuffers andstocks relativeto their flowsCristinaRamirezChangethe goal ofthesystemStroh, David Peter.“Leveraginggrantmaking:Understanding thedynamics of complexsocial systems.” TheFoundation Review 1.3(2009): 9. Part 1.RileyCavanaughChange themindset orparadigm outof which thesystem arisesMulgan, Geoff,and CharlieLeadbeater.“Systemsinnovation.”London: Nesta(2013).Change therules of thesystem(incentives,punishments,constraints)Change thestructure ofinformation flows,to alter who does(or does not) haveaccess toinformation.PointsofpowerPlaces toIntervenein aSystemThepower totranscendparadigmsNurture thepower to add,change, evolveor self-organizesystemstructure.Change thestructure ofmaterialstocks andflowsMeadows, DonellaH. 2008. Thinking inSystems A Primer.Chelsea GreenPublishing. Part 3 p.145-185.Places in thesystem where asmall changecould lead to alarge shift inbehaviorChange thelength ofdelays, relativeto rate ofsystem changeChanges inconstants,parameters,numbersReduce thegain aroundpositivefeedbackloopsEasterbrook,Steve. 2011. ThePower to ChangeSystems. Planet3.0 WebsiteChisagoLead us to the edgeof what analysis cando and then pointbeyond—to whatcan and must bedone by the humanspirit.Increase thestrength ofnegative feedbackloops relative tothe impacts theytry to correctagainstCaitlinYongAnaBoguskyChange thesizes ofbuffers andstocks relativeto their flowsCristinaRamirezChangethe goal ofthesystemStroh, David Peter.“Leveraginggrantmaking:Understanding thedynamics of complexsocial systems.” TheFoundation Review 1.3(2009): 9. Part 1.RileyCavanaughChange themindset orparadigm outof which thesystem arisesMulgan, Geoff,and CharlieLeadbeater.“Systemsinnovation.”London: Nesta(2013).Change therules of thesystem(incentives,punishments,constraints)Change thestructure ofinformation flows,to alter who does(or does not) haveaccess toinformation.PointsofpowerPlaces toIntervenein aSystemThepower totranscendparadigmsNurture thepower to add,change, evolveor self-organizesystemstructure.Change thestructure ofmaterialstocks andflowsMeadows, DonellaH. 2008. Thinking inSystems A Primer.Chelsea GreenPublishing. Part 3 p.145-185.Places in thesystem where asmall changecould lead to alarge shift inbehaviorChange thelength ofdelays, relativeto rate ofsystem changeChanges inconstants,parameters,numbers

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