Creating the Conditions for Change for public services and beyond
I have been blogging over the years about the gradual development of my Creating the Conditions for Change kit for those in public services and beyond. My suite of materials, both workshop materials and consultancy materials have seen many iterations and are based on my work since 2007 with the viable system model, other systems thinking approaches and some of it is from my days of transformation and improvement before then.
The kit is multi-faceted, consisting of my approach to systemic inquiry, using a blended systems thinking approach (below)
and my application of the viable system model and other systems thinking. It includes a suite of materials to support identification of patterns of system behaviour that may be harming yourself/ your team/ your service/ your department/ your organisation and your relationships across multiple organisations.
I have also turned my work with the viable system model into a human focussed suite of materials, based on Creating the Conditions for Change at each fractal level of the system and bringing humanity back into the work by focussing on what we, as human beings, need and want to feel nourished in our working ecosystems. The work stemmed from me revisiting my viable system model work and realising that whenever it worked well was when I used it to ‘create the conditions for change’ for a happy, nurturing and effective working ecosystem.
My workshop and consultancy materials consist of the Systems Thinking Change Wheel:
The wheel gives us the areas of focus for each fractal later in the system and a set of questions to consider. Sitting under the wheel is a booklet summarising how and why we need to Create the Conditions for Change, related to each area of the wheel.
The real power lies in the action cards, which accompany the booklet. There are around 120 actions that help you to consider what to put in place, at each level of the system to create a healthier, more human centred, work ecosystem. Learning, adaptability, and how we make change are central. Bringing humanity back into the work is a key element and exists both as an area of focus in the wheel and in the actions throughout. There is also a big focus on creating relationship enablers and developing interaction channels, again stemming from my work with the viable system model.
Starting with the individual – how we can use insights from the viable system model to look at ourselves and our own development. In any situation, we need to look at ourselves as much as anyone else. The Creating the Conditions for change kit can be used on ourselves, at a personal level, to create our own learning system and support our development. It considers how can we become more self-referencing, embrace our autonomy and peer support each other. The action cards include suggestions for this and many other things. It is at this level where I kick start the process. Once people can apply the thinking to themselves, it becomes easier to apply it to the other system levels. I use this level with both a personal development lens and a coaching others lens.
At a team level – we apply the same thinking at a team level. The focus here is not just on your own team but forging relationships across teams. Sharing resources, re-imagining roles, how we communicate and make decisions differently are a key area of focus in the actions at this level. They seek not only to make the team effective but to support the learning and development of the individual, in line with their own professional identity and purposes.
At a service level – again, it is the same thinking here but with slightly different actions. Collaborating, seeing wider than your own service, promoting joint decision making and reviewing your system for signs of system ‘sickness’ come into play here, as well as many other actions. Collaborations at a service level, set the ethos of collaboration at the team level below.
At an organisational level – here we start thinking about deliberate reciprocation strategies and acknowledgement of the benefits of cross organisational working. These reciprocations strategies enable collaborations at a service level below.
Multi-organisational level – we have many actions relating to the level of multiple organisations working together. Not least, undertaking system health checks to expose whether policies, procedures, funding etc are helping or hindering and whether power and information is nurturing the system or harming it. Co-creating together, enabled by deliberate reciprocation strategies is key and link to the enablement of such reciprocation strategies at an organisational level below.
Systems change – we then flow into the area of system change and this is where it gets really interesting.
What I have found in my work on systems change is that nurturing people and bolstering their confidence is a critical factor, as is harnessing the collective power of those at every level of the system. Co-creating, using small scale prototyping is something I have brough in from my days back in improvement, pre systems thinking. Specifically, from my days in pharmaceutical specials manufacturing.
The power in all of this is that insights are shared at multiple levels of the system. When we take action at multiple levels, concurrently, powerful change can come from something seemingly very small.
This kit and my approach is developing all of the time. A new iteration with even more insights is underway.
Services are available in using this kit to help you understand your system, consultancy services, workshops and training in the approach and in systems thinking in general. The kit has been used in multiple contexts, both public and private sector.
For further information for your organisation contact: firstname.lastname@example.org
Please note that all materials are copyrighted. If you build on them, please act with integrity and reference them appropriately.