Dealing with complexity: Our Theory of Change
Our Theory of Change is based upon a Systems Change approach recognising that the world is complex and interconnected, and that change is non-linear and happens at multiple levels over multiple time scales. It provides organisations with an anchor, guides decision-making and organisational activities. In a rapidly changing world it offers a longer-term perspective to root us, to prevent us from responding in an involuntary inclination to the countless risks and opportunities presented.
Why system change?
We see system change as both an outcome and a process, approached from a place of common understanding.
System change is the emergence of a new pattern of organisation or system structure. That pattern being the physical structure, the flows and relationships or the mindsets or paradigms of a system, it is also a pattern that results in new goals of the system. (Birney, 2015)
Our Systems Thinking change approach
Through a systems lens we see the world as composed of multiple interconnected drivers, sub-systems and feedback loops. Through this lens we strive to understand these interconnections. We try to unravel how these might develop and morph over time. Through a co-production participatory engagement process we visualise this complexity through models and maps – scenario planning. These models establish the frameworks for organisational learning. The objective is not only to create sophisticated visualisations of reality but to apply a structured co-produced process to navigate this transition and change, identify common ground, and take action 'for good'.
Systemic change starts from a place of common or shared understanding
When dealing with complex organisations, business and problems, our theory of change provides a way to summarise the complexity and bring clarity to it. This enables a wide range of stakeholders to come to a place of shared or common understanding. Applying a systems change process assists in addressing internal disagreements about organisational purpose, and helps reach some agreement about the story underpinning the organisations work and risk.
Engaging for Systemic Change: The WayFinder Approach
We apply the WayFinder approach through engaged conversations to open up emergent business risk, through a facilitated co-productive process.
The Wayfinder approach consists of five iterative phases:
Commencing by building a Coalition for change that can lead the process forward; progressing to the co-creation of a shared understanding of the identity of the organisational system, explore system dynamics, develop strategies for change, and implement these through a learning-by-doing approach towards a sustainable future.
Our process of systems change is based upon our 3 ‘R’s: RISK | RESILIENCE | RESOLVE
Applying resilience science and systems thinking we see businesses and organisations as complex adaptive systems (CAS).
Where we take an organisation from a place of risk – build resilience by shifting resilience thresholds through the ‘systems change’ approach to build organisational resolve.
Risk
We live in a highly networked world where multiple drivers of risk interact, as do the risks themselves. Connections among socio-economic, environmental, and technological systems transmit risk from one system to another, creating new risks or intensifying existing ones. This is particularly true when considering the complexity of physical and transition risks which organisations now have to deal with. Although climate change is a physical environmental risk, the sudden and disorderly transition to a low-carbon economy supported by the development of policies and regulations translates into novel transition risks. These illustrate the hyperconnectivity of the emergent risk ecosystem. It is no longer adequate to consider business risks within a linear, or Newtonian process. Global hyperconnectivity has significantly exacerbated the complexity of the business risk landscape, especially businesses focused on primary resource base and natural capital.
We partner with you in establishing clarity and visibility of your organisational risk landscape, and material risk exposure, through our deep understanding of the complexity and interrelatedness of social, environmental, and governance risks.
Resilience
Resilience is the cornerstone concept for managing uncertain futures. It is the capacity of a system; an individual, forest, city, economy or business, to deal with change and continue to develop in positive ways. It is about the capacity to use shocks and disturbances like a financial crisis or climate change to spur renewal and innovative thinking. it is a way of thinking that can be used from the executive and strategy level, through the organisation to the day-to-day decision-making and operational level. It requires an understanding of how the resilience of any system is changing over time, what is causing that change and where and how to intervene to influence its future direction. It embraces learning, diversity and the belief that humans and nature are strongly coupled to the point that they should be conceived as a singular social ecological system.
We journey with you in strengthening and deepening your organisations resilience; enabling you to respond with agility to emergent future shocks and system ‘surprise’ through a systems change process. We understand that building business and societal resilience is the key to ‘remaining in the game’
Resolve
The outcome or goal of a systems change process is to build organisational resolve. A firm determination and management commitment to solve or end a ‘problem’, to decisively decide on a course of action with determination - through a formal resolution
We co-create the future with you through your managements’ response and actions in transitioning systemic change into organisational resolve.
Methods for System Change. Thinking further
Thinking about the future. A futures perspective
Scenarios are a narrative of what the future may hold. Scenarios provide a deepening perspective of the uncertainty which an open future holds. Developing an understanding of how these might unfold provide the key of how to intervene. They are the vessels for breakthrough ideas, and platforms for experimentation, a safe place for dialogue in conflicting and opposing world-views. Scenarios provide an intellectual instrument and approach in dealing with ‘wicked problems’.
Designing intersections
‘Critical thinking and curiosity are the key to creativity’
Complexity can be intimidating, but as creative thinkers we approach this with enduring observation of the system. Every problem encompasses positive anomalies; practices that contain the seeds of novel solutions and outcomes. Design thinking requires reflection, and practitioners who are actively engaged in adaptive learning.
Transformational leadership. Active Adaptive Management
Active adaptive management is the ability of an organisations leadership to respond to change. Organisations need not be rigid assemblies that throttle the energy and creativity of its members. Collaboration and co-production needs to reflect our systemic view of the world. We consider organisations as being intelligent entities, with the ability to pursue enduring value and purpose. We assist organisations to embrace disclosure and transparency, and create alignment between all tiers of the organisation.