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Context - systems thinking
Systems thinking is a theoretical approach that helps practitioners to understand the contextual and organizational dynamics within which a capacity development intervention takes place. This is important because the impact of interventions have to be measured against the backdrop of systemic forces which are usually more influential in the long term than the intervention itself.
Although systems thinking makes a lot of sense at the conceptual level, debate so far has tended to be quite abstract, making it difficult to draw clear guidance for practitioners. The current discussion is primarily focused on the complexity of systems, which tends to throw up so many potential interlinkages and dynamics among the different elements in a system that it is next to impossible to predict the outcomes of a single social change process. For some, the only logical conclusion to this analytical framework is ' don’t bother planning’, while others believe that systems thinking and planning are not mutually exclusive provided one is aware that it is difficult to guarantee the intended outcomes. In this section, we bring together various resources that help bring the concepts of systems thinking and complexity 'down to earth'. We begin with Bob Williams' helpful introduction to the topic, 'Thinking Systemically' in which he distinguishes three core systems approaches, based primarily on the type of relationships between actors and their relative location of actors within the overall system.
Featured Article
Pensamiento sistémico
El pensamiento sistémico tiene potencial para ayudar a quienes trabajan en el desarrollo a
comprender mejor los factores que influyen sobre la posibilidad de que personas, organizaciones e
instituciones logren alcanzar los resultados buscados. Con frecuencia, el apoyo al desarrollo
de la capacidad se encuadra en proyectos basados en una comprensión limitada de los factores que
influyen sobre el buen desempeño de personas, organizaciones e instituciones. Es necesario
considerar a las organizaciones y sus redes como
sistémicamente incorporadas en un contexto mucho más amplio, y conectadas con él.
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Recent Articles
Dealing with complexity through Planning, Monitoring & Evaluation (Praxis Paper 26)
22 March 2012
Published
by INTRAC in February 2012, this paper shares initial findings from an ongoing action research
project, involving nine Dutch and one Belgian international development organisation, in
collaboration with their Southern partners. The objective of the project is to explore if and how
more ‘complexity oriented’ Planning, Monitoring and Evaluation (PME) approaches can help them to
deal with diverse challenges that they encounter in their day-to-day practice.
Capacity, complexity and consulting: lessons from managing capacity development projects
20 March 2012
In recent years, the Research and Policy in Development (RAPID) programme of the UK-based
Overseas Development Institute (ODI) has increasingly focused on managing large, multiyear
processes, aimed at building the capacity of local institutions in developing countries to change
the way they engage with policy. This paper draws on the observations of RAPID staff involved
in various projects as well as on primary documentation such as trip reports, after action reviews
and project reports. It also includes a ‘ light-touch’ review of some of the grey and academic
literature available on capacity development, complexity, managing social change and aid agency
behaviour.
Taking responsibility for complexity
21 June 2011
Implementers of development policies and programmes must deal with interdependent problems, navigating nonlinear and often unpredictable change processes, involving a diverse range of stakeholders. The point of departure of this ODI discussion paper published in June 2011 is that the main problem is not (necessarily) intractable problems, or poor application of the right tools, but rather use of the wrong tools for the job. Rather than specify what problems should be considered ‘complex’, the paper aims to give readers the tools to decide for themselves whether an issue faced is complex, and to provide guidance on what to do if it is.
MoreAbout "Theory U": Resources from the Society of Organizational Learning
15 January 2011
In
Theory U: Leading from the future as it
emerges
(SoL, 2007), C. Otto Scharmer expounds on the theoretical foundations of what he calls "the
social technology of precensing". Presencing is a blend of the words "presence" and "sensing", and
is defined as "the ability to sense and bring into the present one's highest future potential—as an
individual and as a group".
Theory U is presented as a new territory of scientific research and personal leadership, one that is grounded in real life experience and shared practices. Otto Scharmer invites us to see the world in new ways by learning to become aware of our "blind spot", by sharing from his own personal and professional development. The final chapters lay out principles and practices that allow everyone to "participate fully in co-creating and bringing forth the desired future that is working to emerge through us".
MoreSystems Concepts in Action: A Practitioner's Toolkit
12 January 2011
Systems
Concepts in Action: A Practitioner's Toolkit (Stanford University Press, 2010) is a
welcome addition for practitioners' understanding of how to work with complexity and
systems-thinking concepts.
La dinámica del cambio
14 December 2010
Tratar
con el poder, ¿la clave del éxito de procesos multilaterales?
Durante más de 10 años, el Centro Wageningen UR de Innovación para el Desarrollo ha estado ofreciendo programas de desarrollo de la capacidad en apoyo de profesionales que trabajan con procesos multilaterales. Una de las más importantes funciones de esos programas es la preparación de los facilitadores para trabajar en cuestiones de poder y conflicto y lograr resultados exitosos.
MoreOther Topics
Essential Readings
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Bob Williams (2009) "Thinking systematically", in Understanding Context, Capacity.org issue 37 (September 2009)
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The Systems Thinking World Wiki: Resources for developing a systemic perspective
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Peter Senge (1990 and 2006) The Fifth Discipline: The art and practice of the learning organization, Broadway Business
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“Organism of Machine,” an article by Tony Land in Capacity.org issue 37, September 2009
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Cynefin: a sense of time and space, the social ecology of knowledge management David Snowden, in C. Despres and D. Chauvel, D. (eds) Knowledge Horizons: The Present and the Promise of Knowledge Management, Butterworth- Heinemann, 2000.
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The Systems Thinker newsletter
Featured Community
Systems Thinking World: Discussion group on LinkedIn
With a growing network of close to 9000 members, Systems Thinking World
brings together an active and diverse community of individuals who believe that "a systemic
perspective provides the best foundation for creating effective approaches for dealing with
challenges and shaping a better tomorrow". The Systems Thinking World Group on Linked In aims to
create content which furthers understanding of the value of a systemic perspective and enables
thinking and acting systemically. To join the group, please visit the SystemsWiki portal at the
link below, which also provides access to diverse articles and training opportunities on this
topic.
