system thinking: pathways from intervention to result slides (mitgwu... · system mapping: preview...

SystemThinking:Pathwaysfrom

interventiontoresult– JarrodGoentzel

SystemsThinking:Pathwaysfrominterventiontoresult

• Systemthinkingcanhelpustoconceptualize

• pathwaysfrominterventiontoresult• howdifferentpathwaysinteract• whereourorganizations’workinteractswiththatofotherorganizations

OrganizationX’sintervention

Actorchangesbehavior

OrganizationY’sintervention

SystemsThinking:Pathwaysfrominterventiontoresult

• Systemthinkingcanhelpustoconceptualize

• pathwaysfrominterventiontoresult• howdifferentpathwaysinteract• whereourorganizations’workinteractswiththatofotherorganizations

• Systemmapshelpustovisualizethesepathwaysandcanhelpusto

• identifyinteractionsamongourwork• identifybarriers,gaps&opportunitiesforfacilitatingpositivechange

• identifykeyindicatorsofchangetomeasureearlyprogress


Relationshipbetweenactors


Enablingcondition

Enablingcondition



Gap/Opportunity

Indicator

Interaction

SystemMapping:Previewoftheday

• SystemsThinking:Pathwaysfrominterventiontoresult• Introducethesystemmappingapproachanduseittotracepathwaysfrominterventionstoresults

• TakingStock:Anorganizationalperspective• Describeyourorganization’sworkintermsofsystemmapcomponents:effectsonthesystemanddata/evidenceavailable

• SubsystemStations:Connectingourwork• Revisesystemmapstoreflectourwork

• Placement:Identifyingconnectionsandgaps• Completesystemmaps,includinginterventionsanddata

• (Tomorrow)Revisitmapsasaninputforthediscussionofopportunitiesandchallenges

Yourcontribution

Wewillaskyoutocreatemapsshowingpathwaysfrominterventionstoresults,usingaspecificmappingapproach

Result: __________________

Intervention:_______________


Map your organization’s work,

or that of others

Behaviors-relationships-conditions(BRC)map

• Depictskeyconceptsinmarketsystems

• Behaviorchangesbyactors• Relationshipsstrengthenedamongactors

• Enablingconditions

• Connectskeyconceptsbyshowingwhatenableswhat

• ArrowsindicatethatAenables B(butmaynotcause B)

Traderscoordinatetrainingforfarmers

Consistentfarmer-traderrelationship


Tradersareenabledtoparticipateinextension

Availabilityofmarket

information

Farmersusemarketinfotogetbetterprices


Higherfarmerincomes

Elementsofthemap

Arrows indicateonethingenables another(butdoesnotnecessarilycause it)

Farmersusemarketinfotoget

betterprices

OrganizationX


Higherfarmerincomes

Example:

Behaviorchanges

• Definition:Achangeinanactor’sactivitiesorapproach,includinghisorherindividualpracticesorcommunityinteractions.Behaviorchangescontainverbsoractions

• Examples:• Farmerusesqualityinputs• Traderinvestsinpostharvest

handlingequipment• Farmerusesimproved

productiontechniques• Dealerstocksqualityinputs


Relationships

• Definition:Achangeintherelationshipbetweentwoormoreindividualactorsorgroupsofactors.Depictedwherethequalityofinteractionamongactorsisimportant.

• Examples:• Relationshipbetween

farmersandcollectors(strengthensfarmeraccesstomarketinformation)

• Relationshipbetweenadealerandafarmer(enablesrepeattransactions)


Conditions

• Definition:Asystemstatethatenablesanothercondition,behaviorchange,orrelationship;canalsobetheresultofanyofthese.

• Examples:• Higherdemand forquality

inputs• Incentivetogrowincreased

quantity• Farmerknowledge

Changesinconditions

Interventions

• Definition:Anorganization’swork,whichattemptstoinfluencebehaviors,relationships,and/orconditions inthemarketsystem.

• Examples:• OrganizationXworksto

connecttraderstoexporters• OrganizationYstrengthens

farmeraccesstomarketinformation


Whatarewemapping?

• Themapshouldreflect• thechanges youdesireorexpecttoseeinthesystem• thepathways thatenableorconstrainthesechanges

• Themapwillnotbe• complete• perfect• static

SystemThinkingExample

– Mwesigwa Bikie Isharaza

Mapping Worksheet: Pathways from intervention to result

Result: ___________________

(such as: higher farmer income, higher dealer profitability, etc.)

First, select a result your work aims to impact

1) What directly enables the result?Behavior changes:

Relationship changes:

Changes in the condition of the system:

Draw each of these on the map, with arrows to the result. Then consider, for each of these:

2) For each new item on the map, what enables this?

Draw any enabling behavior changes, relationship changes, or changes in the condition of the system.

3) Repeat until you get to an intervention



SystemThinkingPathwaysAssignment

– JarrodGoentzel

SystemsThinking:PathwaysAssignmentWhyarewedoing

this…Introductiontosystemmapping,whichcapturescomplexityofinteractingpathwaysfrominterventiontoresult.

Whatyouneedtodo…

Breakintogroupsof4-5peopleFirst,createasinglepathwayfrominterventiontoresult:• Startwitharesultanorganizationistryingtoachieve:whatenablesthis?

– Addbehavior changes,relationshipchanges,changesintheconditionofthesystem• Whatenableseachofthese?• Dothisuntilyougettoanintervention• OR workforwardfromaninterventiontoaresultNext,addotherrelevantbehavior changes,relationships,andconditionsthataffectthepathway.Ifyouhavetime,createmoremaps.

Howlonghaveyougot….

30minutesingroupsDebrief

Whatyoushouldreturnwith… Mapsshowingpathwaysfromintervention(s)toresult

Sometipsandhints…

Refertothehandoutonguidelines;askifyouneedhelpgettingstarted.Whensomethingenables,itdoesnotmeanthatitisalwaysnecessary.Youarestartingwithonepathway;itisnottheonlyone.

System Mapping Guidelines

Behavior changes

• Definition: A change in an actor’s activities or approach, including his or her individual practices or community interactions. Behavior changes contain verbs or actions

• Examples:• Farmer uses quality inputs• Trader invests in post

harvest handling equipment

• Farmer uses improved production techniques

• Dealer stocks quality inputs

What are we mapping?Draw the changes you hope to see in the system.

What can we draw on the map?


Relationships

• Definition: A change in the relationship between two or more individual actors or groups of actors. Depicted where the quality of interaction among actors is important.

• Examples:• Relationship between

farmers and collectors (strengthens farmer access to market information)

• Relationship between a dealer and a farmer (enables repeat transactions)


Conditions

• Definition: A system state that enables another condition, behavior change, or relationship; can also be the result of any of these.

• Examples:• Higher demand for quality

inputs• Incentive to grow

increased quantity• Farmer knowledge

Changes in conditions

Interventions

• Definition: An organization’s work, which attempts to influence behaviors, relationships, and/or conditions in the market system.

• Examples:• Organization X (works to

connect traders to exporters)

• Organization Y (strengthens farmer access to market information)


Arrows indicate one thing enables another (but does not necessarily cause it)

Farmersusemarketinfotogetbetterprices

OrganizationX


Higher farmer

incomes

Example:

Mapping Worksheet: Pathways from intervention to result

Result: ___________________

(such as: higher farmer income, higher dealer profitability, etc.)

First, select a result your work aims to impact

1) What directly enables the result?Behavior changes:

Relationship changes:

Changes in the condition of the system:

Draw each of these on the map, with arrows to the result. Then consider, for each of these:

2) For each new item on the map, what enables this?

Draw any enabling behavior changes, relationship changes, or changes in the condition of the system.

3) Repeat until you get to an intervention



In your groups1. Share your systems or pathways2. Think about your key observations on how you traced

back a “system” or “pathway” from their result

Debrief

TakingStock:AnOrganizational

Perspective– JarrodGoentzel

TakingStock:Anorganizationalperspective

Goals:• Usesystemconceptstodescribeyourorganization’sefforts.

• Describeyourexistingevidence/data.

Later,wewilladdthesetosystemmapsto:• Showhowallourworkinteractsandconnects.• Identifygapsinourevidencebasetoinformdevelopmentapproaches,strategy,andvision.

• Soholdontoyoursheetsuntiltheendoftheday• Wewillcollectthemafteryourfinalactivitytoday

TakingStock:BRCAssignmentWhyarewedoing

this…Tousesystemconceptstodescribeyourorganization’sefforts.(Later,wewilladdthesetosystemmapstoshowhowallourworkinteractsandconnects.)

Whatyouneedtodo…

• Listthebehaviors,relationships,andconditionsaffectedbyyourorganization’sinterventions

• Thefacilitatorscanhelpyouifnecessary.• Youmaycompletethisassignmentbyyourself,ortogetherwithothermembersofyourorganization.

Howlonghaveyougot…. 10minutes

Whatyoushouldreturnwith… Filledout“TakingStock:Behaviors,Relationships,andConditions”sheet(s).

Sometipsandhints…

Refertothehandoutonguidelines;askifyouneedhelpgettingstarted.Thisisabrainstormingevent– therearenowronganswers.Writelegibly!

Behavior Changes Relationships Conditions

What behavior changes, relationships, and conditionsare influenced by my organization?

Taking Stock: Behaviors, Relationships, and Conditions

TakingStock:DataAssignmentWhyarewedoing

this…Describeyourexistingevidence/data.(Later,wewilladdthesetooursystemmapstoidentifygapsinourevidencebasetoinformdevelopmentapproaches,strategy,andvision.)

Whatyouneedtodo…

• Identifyexistingdatasetstobuildevidencebase.• Identifyotherkeydatathatshouldbegathered.

• Thefacilitatorscanhelpyouifnecessary.• Youmaycompletethisassignmentbyyourself,ortogetherwithothermembersofyourorganization.

Howlonghaveyougot…. 10minutes

Whatyoushouldreturnwith… Filledout“TakingStock:DataandDataGaps”sheet(s).

Sometipsandhints…

WhatdataareyoucollectingforM&Eefforts?Whatareyouractivitiesmeasuring?Writelegibly!

Taking Stock: Data and Data Gaps

What relevant data are currently available?

What are the key data gaps?(and how can they be bridged?)

SubsystemStations:Connectingourwork

– EricaGralla

Thismorning…

…youcreatedmapsshowingpathwaysfrominterventionstoresults.

Nowwewanttodeveloponemapthatcombinespathways!

Result: __________________



Map your organization’s work,

or that of others

SystemMapping:Previewoftheday

• SystemsThinking:Pathwaysfrominterventiontoresult• Introducethesystemmappingapproachanduseittotracepathwaysfrominterventionstoresults

• TakingStock:Anorganizationalperspective• Describeyourorganization’sworkintermsofsystemmapcomponents:effectsonthesystemanddata/evidenceavailable

• SubsystemStations:Connectingourwork• Revisesystemmapstoreflectourwork

• Placement:Identifyingconnectionsandgaps• Completesystemmaps,includinginterventionsanddata

• (Tomorrow)Revisitmapsasaninputforthediscussionofopportunitiesandchallenges

Yourcontribution

• Wehavecreatedasystemmap• Notcomplete• Notperfect• Notstatic

• Wewillaskyoutoreviseandaddtothesystemmapsothatitreflectsyourworkandyourunderstandingofthesystem

• Goals• Tomapourworkandidentifyitsinterconnectionswiththesystemandtheworkofothers

• Createaholisticsystemviewasthebasisforidentifyinggapsandopportunities.

• Thismapreflectssomeofthekeydynamicsintheagriculturalsystem

• Wearegoingtocollaborativelyupdateandrefineit

Systemmap

• Theentiremapistoobigtothinkaboutatonce,soitisbrokendownintoninesubsystems

Subsystems

Farmer Practices

Commodity Distribution

Regulatory Extension

Human Resources

Input Distribution

Inputs Importing and

Manufacturing

Financial and Business Services

Production and Post-Harvest

Services

• Eachsubsystemcollectskeybehaviorchanges,relationships,andconditionsrelatedtoaparticulartheme

• Thereisnorestrictiononconnectionsacrosssubsystems:anythingcanbeconnectedtoanything!

Subsystems

• Thereare9subsystemsonthemap

• Wewillconveneinstationsforeachsubsystem

• Thereisalsoa“NewSubsystem”Station

• Yourworkmayberelatedtooneormanyofthem

• Visitthosemostcloselyrelatedtoyourwork,orthoseleastcrowded

Subsystems

SubsystemStations1. CommodityDistribution2. FarmerPractices3. InputDistribution4. InputImporting&

Manufacturing5. Regulatory6. Production&Post-

HarvestHandlingServices

7. Financial&BusinessServices

8. HumanResources9. Extension10. “NewSubsystem”

1. Subsystem“tradeshows”• Visitstationsforaquick5-minoverview

2. Subsystemrevisions• Joinasubsystemstation• Collaborativelyaddyourworkandrevisethemapasrequired

3. Reflect• Interconnections• Barrierstochanges• Opportunitiesandgaps

4. Repeatsteps2and3withasecondsubsystem

5. Plenarydebrief

Processoverview

STAIRS

Stage

Flipchartstand

SoftBoard

Stationarybox

Projscreen

MainRo

om

x2

Whatwillwehaveattheend?

• Reflectionson…• Interconnectionsamongourwork• Potentialbarrierstosuccess,consequences,etc.• Gapsandopportunitiesforpositivechange

• Mapswithadded…• Behaviorchanges• Relationships• Conditions• Organizations/Interventions

Reminders

• Depictskeyconceptsinmarketsystems

• Behaviorchangesbyactors• Relationshipsstrengthenedamongactors

• Enablingconditions

• Connectskeyconceptsbyshowingwhatenableswhat

• ArrowsindicatethatAenables B(butmaynotcause B)




Enablingcondition

Enablingcondition



Result

Elementsofthemap

Arrows indicateonethingenables another(butdoesnotnecessarilycause it)

Farmersusemarketinfotoget

betterprices

OrganizationX


Higherfarmerincomes

Example:

Behaviorchanges

• Definition:Achangeinanactor’sactivitiesorapproach,includinghisorherindividualpracticesorcommunityinteractions.Behaviorchangescontainverbsoractions

• Examples:• Farmerusesqualityinputs• Traderinvestsinpostharvest

handlingequipment• Farmerusesimproved

productiontechniques• Dealerstocksqualityinputs


Relationships

• Definition:Achangeintherelationshipbetweentwoormoreindividualactorsorgroupsofactors.Depictedwherethequalityofinteractionamongactorsisimportant.

• Examples:• Relationshipbetween

farmersandcollectors(strengthensfarmeraccesstomarketinformation)

• Relationshipbetweenadealerandafarmer(enablesrepeattransactions)


Conditions

• Definition:Asystemstatethatenablesanothercondition,behaviorchange,orrelationship;canalsobetheresultofanyofthese.

• Examples:• Higherdemand forquality

inputs• Incentivetogrowincreased

quantity• Farmerknowledge

Changesinconditions

Interventions

• Definition:Anorganization’swork,whichattemptstoinfluencebehaviors,relationships,and/orconditions inthemarketsystem.

• Examples:• OrganizationXworksto

connecttraderstoexporters• OrganizationYstrengthens

farmeraccesstomarketinformation


DefinitionofrolesinBRCmaps

• BRCmapsrefertoactorsbasedontheirrole,orposition,inthevaluechain

• Forexample,villageagentsthatcollectgoodsfromfarmersarereferredtoas“collectors”

• Pleasefeelfreetouseyourownterminology

Wholesaler CollectorDealer Trader

Domestic Market

Export MarketLegend

Material

Financial

Service

Farmer

Manufacturers

Importers

Aka “Agrodealers” Aka “Village Agents”

Tradeshows

SubsystemStations:TradeshowWhyarewedoing

this…

Whatyouneedtodo…

Self-selectthesub-systemsthatyouwouldliketovisit(plantovisitfour total)

Visitasubsystemandhearfromthefacilitatoraboutitscontentanddynamicsandhowitconnectstothelargersystem

Switchandvisitanothersubsystemwhenthemusicbecomesloudandunbearable

Howlonghaveyougot…. 5-7mintovisiteachsubsystem– thenswitch(youwillvisitfoursubsystems)

Whatyoushouldreturnwith… Anunderstandingofhowthesubsystemsworkandrelatetoeachother

Sometipsandhints…

LookatthelargersystemmaptoseehoweachpartconnectsTimecardswillbeusedtosupportyouKeepnoteofyourquestionsfornow

Tomapourworkandidentifyitsinterconnectionswiththesystemandtheworkofothers.Tocreateaholisticsystemviewasthebasisforidentifyinggapsandopportunities.

SubSystemShiftandShare

SubsystemStations:ShiftandshareWhyarewedoing

this…Tomapourworkandidentifyitsinterconnectionswiththesystemandtheworkofothers,andcreateaholisticsystemviewasthebasisforidentifyinggapsandopportunities.

Whatyouneedtodo…

• Youwillchoosetwosubsystemstovisitandrevise(tochoose,thinkaboutwhatyourworkimpactsandwhichactors/rolesyouworkwith).

• Ateachsubsystemstation,updatethesubsystemmaptoreflectyourorganization’sworkandyourunderstandingofthesubsystem.Workonthiscollaborativelywithyourteam,toreflectallyourperspectives.

• Afterupdatingthemap,spend10minwithyourteamreflectingoninterconnectionsamongourwork,potentialbarrierstosuccess/change,opportunitiesandgaps

Howlonghaveyougot…. 40minutesinyourgroup(round1),35mins(round2)

Whatyoushouldreturnwith…

Anunderstandingofwhereyourorganizationfitsintothesystemsandwhatitinteractswith

Sometipsandhints…

Workwithyourfacilitatortoidentifylinkagesandconnectionswithinyoursubsystem

Debrief

• Facilitatorshighlightexamplesofinterconnections,barriers,andgaps/opportunities

• Debriefingroupsof10andsharereflectionsoninterconnections,barriers,andgaps/opportunities

• Plenaryreflections• Whatdidyoulearn?• Howcouldthisbeapplied/beofvalue?

Debrief

Placement:IdentifyingconnectionsandGaps

Placement:Identifyingconnectionsandgaps

• Goal• Continuedevelopingoursystemviewbyplacing

• yourorganization’swork(ifnotalreadyonthemap)

• youravailabledata• … onanyrelevantsubsystemmaps

• Refertoyour“TakingStock”worksheetsfromthismorning

• Why?• Amorecompletepictureofourworkandevidencebasewillhelpustoidentifygaps,opportunities,andchallenges

Data

Org.Org.

Org.

Data

Data

DataData

PlacementAssignmentWhyarewedoing

this…Continuedevelopingoursystemviewbyplacingyourorganization’swork(ifnotalreadyonthemap)andyouravailabledataonallthesubsystemmaps

Whatyouneedtodo…

Visitasmanysubsystemsasyoucantocapturewhereyourorganizationisworking• Writedownyour“organizationandwhatintervention”onthegreenpost-

itnotes• Writedownyour“organizationandwhatdata”onthebrightpinkpost-it

notes

Beforeyouleave,pleasegiveusyour“TakingStock”handouts

Howlonghaveyougot…. 15minutes(oraslongasneeded)

Whatyoushouldleavebehind…

Post-itnotesonseveralmaps– bothinterventionsanddata.Reflectionsongapsandopportunitiesinbothdevelopmentworkandevidencebase(data)

Sometipsandhints…

Refertoyour“TakingStock”handoutsfromthismorningFindthepartofthewholemapwhereyouareworkingtomakechange

system thinking: pathways from intervention to result slides (mitgwu... · system mapping: preview...

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