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

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