ACTORS MAP

Framing the System

PO
L

IC
Y
IN
DU

ST
RY
OR
GA
N
I

SA
TI
ON
US
ER

Knowledge
CI

ZE
TI

N
OR
GA

SA
N
I

TI
ON
IN
ST

UT
IT

IO
N
EC
OS

ST
Y

EM
Power

SYSTEMIC

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TOOLKIT
 ITERATIVE INQUIRY
Framing the System

MACRO

EXO

MESO

What context/
MICRO purpose is created
to coordinate the
process and
subsystems?

PROCESS FUNCTION
CONTEXT/
Who is doing what
PURPOSE What is the main
and in which order? activity or need that
What knowledge is triggers the first
needed for this? occasion of a process?

STRUCTURE

Who and what is

involved in the
activity? What are
the inter-relations?

SYSTEMIC

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TOOLKIT
 NICHE
DISCOVERY
Framing the System

KEY
CHARACTERISTIC

GRASSROOTS GRASSROOTS GRASSROOTS

INITIATIVE INITIATIVE INITIATIVE
- - -
NICHE NICHE NICHE
INNOVATION INNOVATION INNOVATION

MOST
IMPACTFUL
CHARACTERISTIC

GRASSROOTS GRASSROOTS
INITIATIVE INITIATIVE
- DNA -
NICHE NICHE
INNOVATION INNOVATION

GRASSROOTS GRASSROOTS GRASSROOTS

INITIATIVE INITIATIVE INITIATIVE
- - -
NICHE NICHE NICHE
INNOVATION INNOVATION INNOVATION

SYSTEMIC

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TOOLKIT
 RI CH CON TEXT
Framing the System

EMERGING NICHE INITIATIVES

e.g. pilot programs, social innovation cases,
new technology, start-ups applications

CURRENT SYSTEM

E S EC
U R Ma
rke ON
CT t, fi OM
RU es
na
nc IC
ST ctu
r
,c
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S
tru s
on
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ns

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,p
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ITU

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a

RE
ul

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,r

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RM TREND
les

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IN

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Ru

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ur
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S

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tin
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CE

es
u
UR Ro
LT

TI

AC
E R
P

SYSTEMIC

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TOOLKIT
 ACTANTS MAP
Listening to the System

PURPOSE PURPOSE

SHARED PURPOSE

Expectations, aspirations Expectations, aspirations

Concerns Concerns

VALUE EXCHANGE

gives (not) gives (not)

SYSTEMIC

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TOOLKIT
 ACTANTS MAP
Listening to the System

ACTANT 1 ACTANT 2 EXPERIENCE OVER TIME

Draw the curves for both actants

+ time

“PERSPECTIVE” “PERSPECTIVE”
on the issue on the issue What makes the experience change?

What explains the differences between the curves?

SYSTEMIC

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TOOLKIT
 CONTEXTUAL INTERVIEW
Listening to the system

Stakeholder Segment

Location & setting Date

PHASE OR ACTIVITY
Ask the interviewee to tell you about their experience, from start to finish.
This can be about the experience during a whole lifetime, a longer period or during a particular event. Note down the various steps.

Before During After

EMOTIONS AND DYNAMICS

Let the interviewee draw the experience in a form of a curve. How positive or negative was the experience? What was the main feeling at each step?
What/who triggered the changes? How did things evolved over time? What made things go worse or better?

TIME

WHY QUESTIONS CONTEXTUAL QUESTIONS (POEMS)

Take a look at the most extreme moments (positive or negative). People Environment Services
Keep asking why until you find the underlying contributing factors. Who was involved in the activities? What was the setting where the activity happens? What systems or people enabled the activity?

Objects Messages
What things were used in the activity? How was the information transfered?

SYSTEMIC
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TOOLKIT
 RESEARCH
QUESTIONS
Listening to the System

LITANY
(events and trends)
Start by listing questions relevant to
current issues and observations (as
the litany) at the top of the iceberg.

STRUCTURES & SYSTEMS

(underlying causes)
List questions that draw out the
STEEP criteria: Social, technological,
economic, environmental, political, as
well as cultural-historical issues and
evolutions.

WORLDVIEW & VALUES

(paradigms)
List questions that draw out values
and worldviews that sustain the
trend or legitimate the causes.

DEEP MYTHS
(metaphors)
Define questions that articulate the
myths and metaphors, the
unconscious beliefs that maintain
the system or are leading to change.

SYSTEMIC

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TOOLKIT
 STAKEHOLDER
DIMENSIONS
Listening to the System

1 CHARACTERISTICS OF THE STAKEHOLDERS

Decide on the most important characteristics that have an influence on your systems’ behaviour.

EXTREME CHARACTERISTIC EXTREME

2 INTERVIEW PROFILES
Determine realistic combinations of characteristics that together could form an (extreme) user. Use each extreme at least once.

SYSTEMIC

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TOOLKIT
 System Archetype
Escalation
Behaviour
activity Parties take mutually threatening
by B actions which make retaliation grow
S S exponentially over time.

Example
B’s results
B1 threat to B If A invests in weapons, B might feel
threatened and will do the same. A
O S growing mood of reprisal will be thus
established.
results of A
relative to B
Possible strategy
O S Make the competing parties understand
that overcoming this structure requires
cooperation toward a larger goal that
A’s results
B2 threat to A
benefits all.

S S
activity
by A
SYSTEMIC
DESIGN
TOOLKIT
 System Archetype
Limits to Growth
Behaviour
Approaching the limit of the system,
growth will meet a balancing process.
limiting
condition Example
As traffic grows, it reaches
a level of congestion in which further
S S
increase will not be possible.

Possible strategy
slowing
efforts R1 result B1 action Alter the limiting factor so that it no
longer interacts with the results, or try to
disconnect the results from the slowing
action.
S O

SYSTEMIC
DESIGN
TOOLKIT
 System Archetype
Shiften the Burden
Behaviour
A problem symptom can be addressed
symptomatic through a short term solution or a
solution
fundamental one. The first produces a
side soothing effect which diverts the
attention from the underlying problem.
O B1 S S

Example
Humanitarian aid (as food distribution)
provides temporary beneficial solutions
problem side effect that do not tackle hunger in its root
symptom
causes.

Possible strategy
Focus on the fundamental solution.
O B2 S O
If necessary, use the symptomatic
solution only to gain time while working
on the fundamental solution.
fundamental
solution

SYSTEMIC
DESIGN
TOOLKIT
 System Archetype
Eroding Goals
Behaviour
O
When there is a gap between goal and
actual performance, the goal is lowered
to close the gap. This will lead
performance to deteriorate over time.
goal B1 pressures to
adjust goals Example
The goal of reducing public
S S
debt is a challenge that, if not solved in
the estimated time, leads to lower the
gap intended aim of reduction.
S S
Possible strategy
Stick to the initial goal and make it
actual result B2 actions to improve
conditions
compelling, use external viewpoints,
check contradictory goals and make a
feasible transition plan.
S

SYSTEMIC
DESIGN
TOOLKIT
 System Archetype
Success to the Succesful
Behaviour
When two entities (people, departments,
S
products, ...) compete for the same
resources, the more successful gets a
disproportionately larger allocation of
resources.
success of A R1 resources to A
Example
S S In the school system, access is fostered
for students with the most successful
allocation to A and reliable background.
instead of B

O O Possible strategy
Praise the success of everybody,
understand why B is not as successful
success of B R2 resources to B
as A, make A and B work together.

SYSTEMIC
DESIGN
TOOLKIT
 System Archetype
Tragedy of the Commons
Behaviour
S
When multiple parties enjoy the benefits
resource of a common resource, this will be
limit
overloaded and depleted over time.
A’s
activity R1 net gains
for A Example
S Scarce appreciation of the cleaning job
S
decreases motivation, thus leading to
S S B1 depletion of the workforce resource.
gain per
total
O individual Possible strategy
activity
activity

S S Make the effects of resources

B2 consumption evident, reinforce the
S common resources or explore
B’s net gains
alternatives to the current ones.
activity R2 for B Introduce a better usage regulation.

S
SYSTEMIC
DESIGN
TOOLKIT
 System Archetype
Fixes that Fail
Behaviour
A problem symptom can be easily faced
with a quick fix that, in the long-term,
S exacerbates the initial problem.

Example
If a person is not able to pay interest on a
problem
symptom B1 fix loan, he will take up a new one. But there
will be more interest to pay the following
time.

O Possible strategy
Identify and remove the fundamental
S S cause of the problem symptom.
R1
unintended
consequences

SYSTEMIC
DESIGN
TOOLKIT
 System Archetype
Growth and
Underinvestment
Behaviour
As growth approaches the limit,
performance degradation leads to not
growing action S invest. The limit can be overcome if
capacity investments are made.

R1 Example
When learning an instrument,
current self-teaching will not be as good as
S demand
investing in a professional music teacher.
O B1 S
Possible strategy
S Understand the link capacity-
current
capacity performance performance; use external capacity
when performance decreases; rely on
S performance
O external parameters of evaluation not
B2 standard
just personal history.
perceived
investment need to invest S
in capacity
S
SYSTEMIC
DESIGN
TOOLKIT
 System Archetype
Accidental Adversaries
Behaviour
When parties work in relationship
and they misunderstand their actions,
S A’s activity with B the relationship may incur erosion over
(in B’s favor)
time.
A’s success S
Example
B1 S
In a marital relationship,
S
A’s fixes to misunderstandings might lead
S S improve A’s results A’s unintended
obstruction of to tensions which, over time, flow into
B’s success
B’s unintended divorce.
obstruction of B’s fixes to
A’s success S S
improve B’s results
S
S
B1 Possible strategy
Identify the origins of the adversarial
R1 S
B’s success
attitude, get in dialogue with A and B,
B’s activity with A renew the shared vision of collaborative
S
(in A’s favor) effort.

SYSTEMIC
DESIGN
TOOLKIT
 System Archetype
The Attractiveness
Principle
Behaviour
A growing action encounters multiple
‘limits to Growth’. Addressing one limit
limiting puts more pressure on the other limits.
condition B

Example
No company can be all things to all
S slowing people (lowest price, best product, best
action B
S S service); it must decide and focus on its
B1 value proposition.
total
efforts R1 result O slowing
action Possible strategy
O
B2 See how the factors interrelate; carefully
S match resources with the specific
slowing
S action A slowing actions.

limiting
condition A

SYSTEMIC
DESIGN
TOOLKIT
 SOCIAL
ECOSYSTEM
Understanding the System

BIO-ECOSYSTEM
Bioregions, Watersheds, Ecotones

MACROSYSTEM
Culture, Government, Nationality

EXOSYSTEM
Companies, Institutions, Organisations

MESOSYSTEM
Workplaces, Schools, Religious centres

MICROSYSTEM
Local community

CENTRE
Person, Family, Friends

SYSTEMIC

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TOOLKIT
 SOCIAL
ECOSYSTEM
Understanding the System

TRANSITIONAL EVENT

State 1 State 2

BIO-ECOSYSTEM

MACROSYSTEM

EXOSYSTEM

MESOSYSTEM e.g.spirituality

e.g. e.g.religion
peer/family
interactions
e.g.
religious
institutions
MICROSYSTEM
e.g. family
dynamics
e.g. family

INDIVIDUAL
CHARACTERISTICS

e.g.
e.g. peers
peer/family
interactions
e.g. P2P
e.g. political interaction
parties
e.g. national
identity
e.g. territory

SYSTEMIC

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TOOLKIT
 STORY LOOP
DIAGRAM
Understanding the System

INFLUENCERS
Variables/loops

STORY
LOOP

CORE LOOP

SYSTEMIC

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TOOLKIT
 SYSTEMIC

TOOLKIT
DESIGN
MANUFACTURED
All material goods. It includes human-made elements such as physical
infrastructures, roads, artefacts, and machines.
. d
ls te
ta la
AL
pi ns d. e, ge
ca tra de dg na
CI
of ity tra le ma
es nt or
yp r e d
r t l o ne
AN ow d
kn an
AN
h, ,
he a w lt ce
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of iv ed
s nd ss UM n. a du
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ur a ac m iv al H
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Th ud e f a
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e
in in Th
It
Comprises natural resources, both renewable and nonrenewable. It also

The professional and the social connections among actors. It includes

partnerships and collaborations, as well as informal gatherings.
includes fauna and flora, as well as their life supporting systems.

What are the core loops and variables of

OR what are the core activities that

the problematic situation (issues)?
NATURAL

Recommended size: A0
should lead to the ideal
CORE

SOCIAL
Understanding the System

system behaviour?
MULTICAPITALS
SYSTEMS MAP

-
d di
as te ra
e. e
ll ra , t
po ge
or ita
ag s w
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LT
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CU

www.systemicdesigntoolkit.org
ec uc
m tr es ni
e as lu u
th nfr Va mm
li co
by
ita
ig
D cy, access, and participation.
power is distributed. It involves hierarchy, inclusion, equity, transparen-
Structure in organizations that determines how decisions are made and
POLITICAL
 SYSTEMS MAP
Understanding the System

INFLUENCERS
Variables/loops

QUANTITATIVE

QUALITATIVE

ACTANT 1 CORE RELATIONSHIP ACTANT 2

QUALITATIVE

QUANTITATIVE

SYSTEMIC

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TOOLKIT
 INFLUENCE MAP
Understanding the System

PROJECT:
FOCUS QUESTION:

IMPACT LEVELS

LEVEL 1\\
STRATEGIC OUTCOMES
Most influenced factors, FACTOR FACTOR FACTOR FACTOR FACTOR FACTOR FACTOR FACTOR
LEVEL 1 LEVEL 1 LEVEL 1 LEVEL 1 LEVEL 1 LEVEL 1 LEVEL 1 LEVEL 1
influenced by all levels

LEVEL 2 \\
OUTCOMES
Influenced factors that FACTOR FACTOR FACTOR FACTOR FACTOR FACTOR FACTOR FACTOR
LEVEL 2 LEVEL 2 LEVEL 2 LEVEL 2 LEVEL 2 LEVEL 2 LEVEL 2 LEVEL 2
are affected by levels 3-5

LEVEL 3 \\
ACTIVITY OUTPUTS
Mid-level factors that FACTOR FACTOR FACTOR FACTOR FACTOR FACTOR FACTOR FACTOR
LEVEL 3 LEVEL 3 LEVEL 3 LEVEL 3 LEVEL 3 LEVEL 3 LEVEL 3 LEVEL 3
impact levels 1&2

LEVEL 4 \\
INFLUENCES
FACTOR FACTOR FACTOR FACTOR FACTOR FACTOR FACTOR FACTOR
Influential factors that LEVEL 4 LEVEL 4 LEVEL 4 LEVEL 4 LEVEL 4 LEVEL 4 LEVEL 4 LEVEL 4
impact levels 1-3

LEVEL 5 \\
DEEPEST INFLUENCES
Deep drivers, factors FACTOR FACTOR FACTOR FACTOR FACTOR FACTOR FACTOR FACTOR
LEVEL 5 LEVEL 5 LEVEL 5 LEVEL 5 LEVEL 5 LEVEL 5 LEVEL 5 LEVEL 5
influencing levels 1-4

SYSTEMIC

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TOOLKIT
 THREE HORIZONS
Envisioning Desired Futures

CURRENT SYSTEM CONCERNS INTERMEDIATE INTERVENTION (temporary) VISION (ideal future)

POCKETS OF THE FUTURE IN THE PRESENT ELEMENTS OF THE CURRENT SYSTEM WE CAN REUSE ELEMENTS OF THE CURRENT SYSTEM WE NEED TO SUSTAIN

current regime niche initiatives transition interventions Time horizon:

SYSTEMIC

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 VALUE
PROPOSITION
Envisioning Desired Futures

What would you like to see achieved

ECONOMICAL (tangible and intangible) ? ECOLOGICAL

ON SOCIETAL LEVEL

ISATIONAL/ECOSYSTE
RGAN ML
EVE
O
ON L

INDIVIDUAL LEVE
ON L

e.g. prosperity e.g. profit e.g. value for money e.g. eco-footprint e.g. sustainability e.g. liveability

e.g. wellbeing e.g. shared drivers e.g. happiness e.g. belonging e.g. reciprocity e.g. meaningful life

PSYCHOLOGICAL What would you like to see achieved ?

(tangible and intangible) SOCIAL
SYSTEMIC

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TOOLKIT
 CONTEXTUAL
VARIATIONS
Exploring the Possibility Space

DIMENSIONS

high

medium

low

CONTEXTS

1. 2. 3. 4.

Variations Variations Variations Variations

SYSTEMIC

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TOOLKIT
 FUTURE STATE SCENARIOS
Exploring the Possibility Space

TIME HORIZON

GEOGRAPHICAL SCOPE

SCENARIO 1 SCENARIO 2
Extreme leverage point B - increasing

Extreme leverage point A - decreasing Extreme leverage point A - increasing

SCENARIO 4 SCENARIO 5
Extreme leverage point B - decreasing

SYSTEMIC

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TOOLKIT
 FUTURE STATE SCENARIOS
Exploring the Possibility Space

SCENARIO DIMENSIONS
S1 S2

TIME HORIZON :

- +
FUTURE
SCENARIOS

S3 S4 S5

- +

- + S6 S7 S8

S1 S2 S3 S4 S5 S6 S7 S8

SYSTEMIC

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 CONNECTOR
Designing the intervention model

M IC DESIGN TOOLK
STE I T®
SY

SYSTEMIC

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TOOLKIT
 DELA
Y STRU
S (time How
CTUR
span can w ES
betw
struc ei
tures mprove t
een a
?W he
that ction
Whic we w Wha
t are hat are current p
s and
th h
h are ant t exp
the c or the o
nes t e ones th ysical an
d
ritica educe o ected re
l del r sults hat s
)? hould at are mi digital
ssi
ays i extend
be re
BA
n the
move ng?
L
d?
syste
m
BU
AN
W
hi
ch
F
CI
N FE
ca
G or

www.systemicdesigntoolkit.org
o
to pa RI
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Wha
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Recommended size: A0
INTERVENTION

TRAN

IN
h oth

a
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/

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Exploring the Possibility Space

e ove

FL
nf

le?
ows ion?
o
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S
tion
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DIGM
S

Th Wh W
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selve lve,
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SELF
-ORG LS
GOA
ANIS
A TION

DESIGN
TOOLKIT
SYSTEMIC
 INTERVENTION STRATEGY
Exploring the Possibility Space

CONSTANT, BUFFERING PHYSICAL DELAYS BALANCING REINFORCING INFORMATION RULES AND SELF GOALS PARADIGMS TRANSCENDING
PARAMETERS, CAPACITY AND DIGITAL FEEDBACK FEEDBACK FLOWS REGULATIONS ORGANISATION PARADIGMS
NUMBERS STRUCTURES LOOPS LOOPS

What decisions on Which capacity should be How can we improve the Which are the critical How can we increase How can we introduce What are the What rules and How can we empower What are the objectives What change in Which other
quotas (number of increased/decreased current physical and delays in the system that stability or overcome positive escalations or lacking/missing flows of regulations should be the actors to evolve, of the system that need mindset is needed? worldviews are we
persons, % target to be to make the system more digital structures. What we want to reduce or resistance to change? limit negative ones? information? Is there too changed? or change the system by to be changed? What worldview do we overlooking?
reached, etc.) should be stable? are the ones that are extend (time span much information?Is the Think of different kind of themselves? need to modify or
abandoned/imposed/ missing? What are the between actions and information trustable? rules and regulations overturn?
modified? ones that should be expected results)? such as social, cultural,
removed? legal,... / formal and
informal, ...

SYSTEM

SYSTEMIC

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 CHANGE
READINESS
Planning the Change Process

LEARNING VISIONING

5
ACTIVATION STRATEGY
4

3
MEASURING
ADVOCATING
& EVALUATING
2

PROTOTYPING ORGANISING
& SCALING

DESIGN GOVERNANCE

INNOVATING FINANCING

SYSTEMIC

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TOOLKIT
 ECOSYSTEM
GOVERNANCE
Planning the Change Process

GLOBAL

COMMUNITIES
AND/OR CONSTELLATIONS

RESOURCE NETWORK/
COORDINATING INFRASTRUCTURE

PARTNERS

WORKING GROUP/ ADVISORS

TEAM

CORE STEERING GROUP:

FOUNDERS/STEWARDS

ESTABLISH OVER TIME >>>>

WORKING GROUP/
TEAM
WORKING GROUP/
TEAM

LOCAL

SYSTEMIC

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TOOLKIT
 PROCESS
ENNEAGRAM
Planning the Change Process

8 \\ CONTEXT & STRUCTURE 1 \\ INTENTION

0/9

8 1

7 \\ LEARNING & POTENTIAL 2 \\ ISSUES AND AMBIGUITIES

7
APPRECIATIVE 2
QUESTION

6 3

5 4

5 \\ WORK 4 \\ PRINCIPLES & STANDARDS

TO DISCUSS IN ALL STEPS

3 \\ RELATIONSHIPS 6 \\ INFORMATION 9 \\ IDENTITY

SYSTEMIC

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 L

THEORY OF SYSTEMS CHANGE AND ACTION

Planning the Change Process

INPUTS/ACTIVITIES OUTPUTS OUTCOMES SUSTAINING PURPOSES IMPACTS STRATEGIC IMPACT

SOCIETAL

ECOLOGICAL

SOCIOECONOMIC

FINANCIAL

OPERATIONAL

YEAR 1 MID TERM: YEAR ... LONG TERM: YEAR ...

STRATEGIC ASSUMPTIONS EXPECTED RISKS TAIL RISKS

SYSTEMIC
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 ADAPTIVE CYCLE STRATEGY
Fostering the Transition

NORMATIVE:
NSERVATION
DEFINE NEW GOALS, VALUES,
CO
NORMS AND STANDARDS
Y /
EWAL / REO IT rigidity
EN RG
AN L trap
R

I
AB
IS
AT

ST
poverty
POTENTIAL (8) CAPITALS AVAILABLE

trap

IO
N
CULTURAL-COGNITIVE:
RETHINK BELIEFS,
WAYS OF DOING,
MEANING AND LANGUAGE

CA
PI
AL

T
RE N
LE T I O
ASE U P
/ DIS R
GR N
OW T I O REGULATIVE:
TH / E LO ITA ESTABLISH SOCIAL STRUCTURES,
XP PROCESSES, RULES AND LAWS

CONNECTEDNESS OVER TIME / INSTITUTIONALISATION

SYSTEMIC

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 COLLABORATION MODEL
Planning the Change Process

2 PURPOSE (WHY)
7 PRECONDITIONS
6 VALUE/IMPACT

1 DNA
4 INITIATIVE (WHAT)
5 ACTIVITIES (HOW)

3 CAPACITIES
8 RESOURCES AND COSTS

9 EVALUATION

SYSTEMIC
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MOBILISATION
Fostering the Transition

POWER

URGENCY 3 LEGITIMACY

INTEREST KNOWLEDGE

DYNAMISM

SYSTEMIC

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 ROADMAP FOR TRANSITION BY DESIGN
NETWORK UNFOLDING OVER TIME
Fostering the Transition

DER S
H O L
K E
/ STA
R S
T O
AC

SOCIETY
cultural adoption

LDE RS
E H O
T A K
/ S
R S
T O
I G N
AC
D E S Y
T E G
A
STR ersion
l l v
fu

ORGANISATION/
ECOSYSTEM
socio-technical
embedding
OLD ERS
K E H
S TA N
/ I G
T O RS DES TEGY ion
A C
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l v ed S t e
i n v o
e d i a
b e m
s ho uld
in ter
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W

R T
P O
P
M SU
E
SYST

S I GN
DE TEGY
T R A i a b le
S
u mv
im
min

R T
P PO
M SU
E
on? SYST
i t i
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A c c a s tru
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e
ed yste m
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Wh (
T
R
P PO
M SU
SYSTE

INITIATORS
stand-alone ORGANISATIONAL STRUCTURE, LERNINGS AND ACTIONS UNFOLDING OVER TIME

PILOT: INCUBATING SCALE: CONNECTING PRACTICE: EMBEDDED IN THE REGIME

SYSTEMIC

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