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

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