what might systemic innovation be?

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What Might SystemicInnovation Be?

An Exploratory Essay

Daniel MillerMarch 2012


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This paper was originally published onsystemnovation.com.

systemnovation.com is a site of investigation andideation of systemic innovation. Its contentincludes exploratory and secondary research,creative conjectures, learning resources andattempts to synthesize the disconnected. Itspurpose is to help social innovators and changemakers better understand and enact what isneeded to bring about a future of enriched lives

human solidarity and a healthy planet for all.

What Might "Systemic Innovation" Be? by Daniel Miller is licensed under a Creative Commons

Attribution-ShareAlike 3.0 Unported License.You are free to share it widely in whateverformart you choose. Even modify it for your own purposes or rewrite it in your own vision. Dowhatever is necessary to spread the ideas within. Please also attribute the author

You can contact Daniel Miller by e-mail: [email protected]


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IntroductionThis is an essay about a concept. It was written from a belief that the concept can inform,

shape and inspire more effective practice for social change. This concept is full of promise,waiting for 21st-century social change makers to embrace, experiment with and discover its

potential. It is hoped that the ideas within this essay will enhance our efforts to bring about

a future of enriched lives, human solidarity and a healthy planet for all.

The World of Systemic InnovationThis essay divergently I

began to discover the ideas behind some of these interpretations while working at

Engineers Without Borders Canada (EWB). In the fall of 2011, we committed ourselves to

words meant in isolation, let alone as a whole. However, we had a belief based in

experience and intuition that systemic approaches were needed everywhere there were

human problems to be solved and opportunities to be realized. We also made the

conjecture that the stuck-ness of many global situations e.g. poverty, expiring education

systems, and governments struggling to involve and be accountable to citizens - strongly

demands innovation.

The same beliefs and conjectures have been emerging in many places and organizations.

Some use language almost

In the UK, Forum For the Future is addressing complex sustainability issues by using

System Innovationhave

A similar concept of the same name has long been explored by academics

-technical

for sustainability at the level of entire systems (Elzen, Geels and Green

2004).

The Presencing Institute, based in Cambridge, USA, with a global network of faculty

and fellows,

co-create deep innovations in communities, systems and self (PresencingInstitute 2012)

The Social Innovation Generation in Canada fosters social innovation defined asroutines, resource and authority flows or beliefs of any social system (e.g.

(Social

Innovation Generation 2013).


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Reos Partners, a social innovation consultancy with partners on four continents and

work on six, Innovation inComplex Social Systems

And some use explicitly:

Recently Denmark was the site of a Social Innovation Europe conference session

Based on the aforementioned academic thinking about social technical transitions,

a global network of Civil Society Organizations (CSOs) attempting to catalyze a

(SmartCSOs 2012, 30).

The most recent and comprehensive treatment of systemic innovation is the

2013 (Mulgan and Leadbeater). It consists of two parts, each taking a unique look

at the need for, conceptual foundations of and recommendations to enhance

systemic innovation.

The theory and learning from experience of these organizations are incorporated into a

number of the possibilities explore in this paper.

These organizations and thinkers are joined by many, many social change makers around

the world who are changing systems and innovating in their own places. Many are

undoubtedly practicing or theorizing about systemic innovation without making use of

systems or innovation based language. The formalization of the concept systemic

innovation gives us the opportunity to see these change makers as part of a whole,

emerging movement.

The Need for DefinitionsAt EWB we explicitly decided not to define systemic innovation at first, as to encourage

experimentation, bottom up learning, inclusivity and the

collective wisdom. The motivation for this essay stems from the argument that those

outcomes are the right ones for the fledgling systemic innovation movement, but thestrategy of non-definition would go awry.

Definitions give people something to hold onto as they enter a new domain of theory and

practice. They provide reference points that can facilitate understanding between people

of different perspectives. Definitions explicate our assumptions and help us formalize our

hypothesis about the impacts of systemic innovation, making action-learning effective and


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fruitful. They give the formality needed for many to accept invitation into the movement

and help others decide when the movement is not for them.

However, this does not mean that we should aspire to find/determine/provide one

common definition to systemic innovation. Doing so would limit the potential of this concept

in at least three ways:

se

and constantly evolve and expand. Singular definition discourages conceptual

exploration of the potential value found in each concept.

The synthesis of these concepts will likely yield unexpected synergies. Singular

definition may restrict our openness to noticing the unexpected.

Singular definitions would exclude the contributions to understanding that can

come from social change makers who are doing/making systemic innovation but

not articulating what they are doing/making in those terms.

The alternative to both non-definition and singular definition is to provide multiple

definitions. This strategy can work if:

The multiple definitions are not in competition (i.e. multiple attempts at the best

most appropriate definition), but rather provide different lenses/perspectives

through which systemic innovation can be understood and pursued.

The theoretical or experiential foundations of each definition are made clear,

enabling those looking and working through different lenses/perspectives to more

readily understand each other and share learning.

Definitions are discarded if real-world experimentation proves them un-useful, or ifthey are similar enough to another definition that their differences do not make a

difference in practice.

Possibilities, sub-possibilities and their typesThis essay attempts to animate the multiple-definition by providing 17 possibilities and 52

sub- There are four types of

possibilities:

Possibilities #1-#4 interpret systemic innovation as a noun, an entity, an outcome.

They see systemic innovations as the results of innovation processes. In particular,they see systemic innovations as new creations whose purposes, foundations,

forms or creators (inspired by Aristotle, see Falcon 2012) are systemic in nature.

Possibilities #5- (i.e. a series of

steps, or interrelated courses of action). They are not so much concerned with the

nature of the outcome of the innovation process, as they are with its design and


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structure. They seek to describe and make accessible to practitioners the how of

implementing a systemic innovation process.

Possibilities #9-

attributed to social innovations with certain qualities. They focus on different

systemic understandings of an innovation s integration and interrelationship with(in)

systems.

Possibilities #13-

each differentiated according to different ways of measuring the degree or

significance of change.

Each of the possibilities are made up of 3- -

variations on the main theme of the given possibility. Whereas the possibilities are

generally distinguished -

possibilities are born of the many different ways of looking at and thinking about systems.

Content and Structureof the first 8 Possibilities and first 31 sub possibilities. Each of the 8 can be read

independently; the sub-possibilities require you to read the background / description of the

possibility that contains them.

The presentation of each is done by:

First providing a brief definition of the possibility in the form of an answer to the

Then the core concepts of the possibility are explained. (The follow the bullets).

Then the sub-possibilities are briefly defined and explained. The sub possibilities

A works-cited page for in text citations can be found on Page 21 An un-annotated

bibliography of sources of further theory and practice for each sub-possibility is found on

Page 26. Over 100 references to further reading are provided, grouped according to sub-

possibility.

Part 2 and descriptions of the remaining possibilities are forthcoming. An annotated

bibliography to support a more rigorous and in-depth exploration of all 52 sub-possibilitiesis forthcoming. For now, a list of the definitions/names of each possibility and sub-

possibility is provided following this introduction, which doubles as a table of contents.

End of the BeginningSystemic innovation can be a powerful addition to the conceptual toolkit of the social

innovator and change maker. If it reaches its potential, it might revolutionize the toolkit all


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together and redefine what social innovation means and how social change is pursued.

Arguments for such dramatic claims are not to be made here however. Rather, this is a

collection of playful variations on a theme, conceptual experiments in the synthesis of

concepts and broad research into the connections of the dispersed worlds of systems

thinking, innovation and social change. Global efforts to understand, put into practice and

dialogue about systemic innovation are in their infancy. It is hoped that this paper can helpthem take a step forward and in doing so contribute to our efforts to bring about a future

of enriched lives, human solidarity and a healthy planet for all.

Sincere thanks to you for taking the time to check out this paper.

Please share it with anyone who might be interested.

please send the author comments, questions and suggestions for

improvement: Daniel Miller, [email protected]


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Mar.6 List of the Names/Definitions of the 17 Possibilities

and 52 Sub-PossibilitiesPossibility #1A solution/catalyst/ initiative designed and implemented to create systemic

change. (Page 8)sp I:change

sp II:A solution/catalyst/ initiative composed of parts from old/current systems tocreate systemic change.

sp III:A set/ combination of solutions/catalysts/ initiatives simultaneously implementedat multiple parts of a system to create systemic change.

Possibility #2:Social technology built around systems phenomena (Page9)sp IV: Social technology built around general systems phenomenasp V: Social technology built around human systems phenomenasp VI: Social technology built around institutional systems phenomenasp VII: Social technology built around grounded-bounded systems phenomena

Possibility #3:Innovation created by a system (Page 10)sp VIII: Innovation created by ecosystem-innovationsp IX: Innovation created by a innovation-ecosystemsp X: Innovation created by a social innovation systemsp XI: Innovation created by a dynamic group innovation system:

Possibility #4:A solution that is itself a system (Page 12)sp XII: A solution that is an institutional systemsp XIII: A solution that is an socio-technical systemsp XIV: A solution that is a social-capital systemsp XV: A solution that is a socio-ecological system

Possibility #5:A multi-stage innovation process actively involving a whole system (Page13)

sp XVI: A multi-stage innovation process actively involving a whole system-as-a-usersp XVII: A multi-stage innovation process actively involving a whole system-as-a-

collaborator

sp XVIII: A multi-stage innovation process actively involving a whole system-as-a-leader

sp XIX: A multi-stage innovation process actively involving a whole system-as-a-hostPossibility #6:An Organizational Systems Thinking Problem Solving Process Applied toBroader Social Systems (Page 15)

sp XX: plied to broader social systemssp XXI: temssp XXII: Critical Systems Heuristics applied to broader social systemssp XXIII: plied to broader social systems


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Possibility #7:An innovation process designed according to systems principles (Page 17)sp XXIV: e

principles

sp XXV: An innovation process designed according tsp XXVI: An innovation process designed accordingsp XXVII: An innovation process designed accordingPossibility #8:Possibility #8 Systemic innovation as a process that results in thetransformation of a system (Page 19)

sp XXVIII: Systemic innovation as a process that results in the transformation ofcollective mind

sp XXIX: Systemic innovation as a process that results in the transformation ofcollective heart

sp XXX: Systemic innovation as a process that results in the transformation ofcollective will

sp XXXI: Systemic innovation as a process that results in the simultaneoustransformation of mind, heart and will


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Part 1It might be...

Possibility#1:A solution/catalyst/initiative designed and implemented tocreate systemic change

/catalyst/initiativeidea, a piece of legislation, a social (Social

Innovation Generation 2013) strategy, business model, campaign, problem

solving framework, social facilitation technique, or policy. These might address

systemic gaps or problems (solutions), realize opportunities to accelerate

change (catalysts) or open new possibilities for positive impact (initiative).

=change in the properties, functions or purposes of a systemas a whole (i.e. beyond/distinct from the sum of change in its parts) +change in

parts

Under Possibility#1, there are three types of solutions/catalysts (for systemicchange) to be considered:

sp ISolutions/catalysts/initiatives that target a leverage point. Leverage points are(Meadows 1999, 1). Any part or

relationship (or property thereof or collection thereof) in a system could be aleverage point.

sp IISolutions/catalysts which are composed of parts from old/current systems.other systems). It is an

arrangement) has never been tried together before, not because the parts

themselves are new, or necessarily because the end product they fit

together to create is novel.

sp IIISets/ combinations of solutions/catalystssimultaneouslyimplemented atmultiple parts of a system. Together, the set of solutions/catalysts is

considered to be the systemic innovation. This sort of systemic innovation

might: address multiple root causes simultaneously while also helping

mitigate detrimental symptoms, trigger multiple points of influence on a

group of power players, simultaneously increase/unblock flow (e.g. of people,

information) in one part of a system while preparing other parts to

accommodate increased inflow, simultaneously create change at multiple

hierarchical levels of a system.


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Possibility#2:Social technology built around systems phenomenaW. Brian Arthur, author of The Nature of Technology, tells us that

technology build around discoveries of phenomena: Electronics builds around

phenomena to do with electron movement (Ross 2009) and that technologicalinnovations

i.e. 1898 - meaning:the use of knowledge of... social life to bring about... soc

2013). Alcoholics

sponsor system, public education, modern corporate management techniques

be considered social

technologies. The term has recently been used, for example, by Adam Kahane

technology that brings together three already-existing technologies whole-

system-multi-stakeholder- teams, facilitated dia

oriented scenario-planning (Kahane 2012a, 20).

systemssystems

Four types of systems phenomena around which Possiblity#2 systemicinnovations could be built:

sp IVGeneral systems phenomenabased on the theory, modeling and observationfrom complexity science, living systems theory and system dynamics.

sp VHuman systems phenomenabased on theory, experimentation andobservation of group dynamics and group psychology

sp VIInstitutional systems phenomenabased on understandings of humaninstitutions, cultures and social structures

sp VIIGrounded-bounded systemsphenomena based on knowledge and experiencegrounded in the defined and specific systems one finds oneself within (e.g.

Balochistan, Pakistan, the system of managers and management policies at

company X, etc.)


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Possibility#3:Innovat ion created by a systemHere, systemic innovation is not defined by the nature of the innovation but the

nature of the innovator. Innovations are not created by, or attributable to, any

one individual or organization. Rather, the webs of relationships, the environment

and structures, and the collective attitudes, beliefs, abilities and goals that make

Essential to understanding Possibility#3 is the idea that systems are somethingmore than a bunch of connected things. Rather, the nature of those connections

gives rise to a whole that is more than the sum of its parts. A system is a whole

out this defining funct Ackoff 1999, 5-6; also see Boardman 1995).

more power than the sum of their parts; they always possess new capacities

different from the local actions that engendered them; they always surprise us

properties orfunctions of a system include

Four ways that systems might create Possibility#3 innovations:sp VIIIEcosystem innovation

business, government, and civil society from manipulation and confrontation

to dialogue and co-

sp IXInnovation ecosystems:interact to catalyze creativity, trigger invention, and accelerate innovation

across scientific and technological disciplines, public and private sectors and

in a top-down, policy-driven as well as bottom-up, entrepreneurship

sp XSocial innovation systemsaddress complex problems from multiple perspectives, using a range of

means over time and at different levels of scale, so as to transform

problems and their contexts into matrices for new understanding, new

2012).


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sp XIDynamic group innovation systems: Organizational processes that greatlyenhance the ability of groups to learn and adapt, access collective wisdom,

and realize their potential for collaborative creativity. Examples include the

Westley, Goebey and Robinson

-(Snyder and Wenger 2010).


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Possibility#4:A solution that is itself a systemTo give consumers click-of-a-button-downloads-to-their-portable-device access

to whatever music they wanted, Apple had to create a new system that

involved the music industries major players, the MP3 format, new software,

online-music retail services and the iPod (Leadbeater 2013, 27). The publiceducation system was created to address issues such as unemployment,

workforce shortages, social instability and inequality. New mobile payment

systems are helping millions of people in developing countries accelerate their

movement out of poverty.

These are all examples of how solving problems often requires the creation ofentire systems.

Note: While these are all examples of large systems, Possibility#4 could describethe creation of systems of any size and scope. A novel neighbourhood

composting initiative, new multi-institution-city-wide support structures forpeople with drug addictions, a radical but self- sustaining mentoring network for

new employees at a company- all of these are potential examples of newly

created systems at smaller scales.

Four types of Possibility#4 system-as- innovations:sp XIIInstitutional systemsmade up of policies and regulations, organizational

structures, incentives and disincentives, norms and cultures and enacting

individuals. Example: the education system.

sp XIIISocio-technical systems lements, includingtechnology, regulations, user practices and markets, cultural meanings,infrastructure, maintenance networks and

and Green 2004, 3). Example: the automobile based system of land

transport.

sp XIVSocial-capital systemsof individuals, groups, communities and localizedorganizations and the norms and relationships that connect them for the

purposes of mutual/collective benefits. Example: the collective efforts of

parents and community leaders in a given neighborhood to keep all children

safe.

sp XVSocio-ecological systemsmade up of human decisions, institutions, cultures andeconomies and biological and geological life, ecosystems and structures.

Example: a coastal eco-system and all of the life that comprises it, the

human fishers that live within or fish from the ecosystem, the man-made

structures they bring into it, and the weather patterns, water currents and

land masses that affect them all.


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Possibility#5:A multi- stage innovation process actively involving awhole systemInnovation can be described as a four stage and nine sub-stage process (Mulgan

2006):

Each stage of this process could be done by involving the insights, ideas, skillfulcontribution, leadership or responsibility for execution of a whole system.

helping large groupsmake collective decisions, design change for their systems, solve collective

problems or vision new futures. These methods combine facilitation, meeting

design, question forming, dialogue deepening, and information capturing/sharingpractices to help: large groups understand their themselves as a whole system,

individuals within the large group to contribute their best and the collective

wisdom and creativity of the whole to emerge. Such methods have been used,

for example, to reduce the company wide accident rate of more than 50 000

Hewlett Packard employees by 33% (Brown, Homer and Isaacs 2007), to bring

together Israelis and Palestinians from across the political spectrum to explore

trust and the possibility of peace (Owen 2007) and to dramatically increase

pro-active innovation at all levels and units in a large hospital in British Columbia

Canada (Axelrod and Axelrod 2007).

(Holman, Devane, Cady 2007) contains descriptions

and case studies of over 60 whole-system methods. By adapting and applying

appropriate methods to each stage of the innovation process outlined above,

the process would become a systemic innovation process.

Generating

Ideas

Understanding

Needs

Identifying

PotentialSolutions

Testing

Ideas In

Practice

Developing

Prototyping

Piloting

Innovation

Diffusion

Assessing

Scaling Up

Continued

Evolution

Learning

Evolving


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There are four depths of active involvement and ownership that a system couldhave through each stage of the Possibility#5 process:

sp XVISystem-as-a-user: Innovators not representative of the whole system involvethe whole system the way designers of new products and services do:

consulting widely to understand needs and realities, bouncing ideas off ofpeople across the system, testing prototypes in the system, etc.

sp XVIISystem-as-a- collaborator: Facilitators and leaders give whole systems (orgroups of stakeholders representing all parts of a system) the

space/ freedom and mandate to propose ideas, make decisions, influence

process directions/plans and execute deliverables during each stage of the

process.

sp XVIIISystem-as-a- leader: Whole systems (or groups of stakeholders representing allparts of a system) initiate and ensure successful completion of all aspects of

the process.

sp XIXSystem-as-a-host: Whole systems (or groups of stakeholders representing allparts of a system) catalyze, facilita or one

of their own sub-systems) participation or leadership of an innovation

process.


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Possibility#6:An Organizational Systems Thinking Problem SolvingP rocess Applied to Broader Social Systems

perspectives, power and intractable problems with no simple solutions(Ramage and Shipp 2009, 6). While strongly rooted in the conceptual world of

systems thinking, these methodologies provided clear processes and principles

that corporations, government bureaucracies and social change organizations

can effectively utilize.

The most prominent of these methodologies have at least three commonfunctions. They enable people to: understand their situations (organizations /

problems / opportunities) as social systems generate new insights or

interpretations of those situations and/or generate

new ideas and solutions for those situations. Leadership or changemanagement teams, or even entire organizations, can use them for one time

change initiatives or as ongoing innovation processes.

Given that these methodologies are explicitly designed for use withinorganizations, practitioners may find it challenging to apply them within broader

social systems made up of loose networks, diverse institutions or multiple

organizations with distinct objectives. To generate innovative solutions with

broad systemic reach, these methods need to be synthesized with best

practices/ theory in cross-system convening, coordinating and action catalyzing.

- thinking-problem-solving processesthat, if synthesized with other social change practice, could enable Possibility#6

innovation:

sp XX (Ackoff 1999) guides an organization to re- describe (insystemic terms) the problems and opportunities it faces, completely re-

imagine what their organization could and should be, and then design all the

parts, actions, processes, policies and principles that will need to come

together to bring the newly imagined organization into reality. To adapt

Idealized Design for systemic purposes, it could begin by convening of key

actors across a system in a manner modeled after The Sustainable Food

Lab s Convening Strategy (Eisenstadt, 2010).

sp XXI (Checkland 2010) facilitatescontinual action- learning on situations/problems that matter to a group.

perceived problem/situation from all relevant worldviews, constructing

the models


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Using

SSM at community, city, country and global scales would require organizing

structures which accommodate diversity while capturing the benefits

personal relationships, common learning languages and clear communication

channels bring to learning within a single organizations. Wenger, McDermott

and Snyderconflict management and collaborative inquiry when expanding communities

of practice to such scales (2002, 122-125).

sp XXII tical Systems Heuristics (CSH) is: i.e. judgments on which facts, values and

actors matter when understanding or intervening systems(Ulrich 2005a).

Practitioners can redefine systems and prospective interventions by using

e critical

boundary questions (Ulrich 2005a). These can also serve as emancipatory

tools for people affected by boundary judgments through unequal-power

relationships (Ulrich 2005b, 12-14). Realizing the full potential impact of CSH

and its emancipatory power requires people at all levels of a system to be

capable in its application. Such could be contributed to, for example, by

building CSH into the distributed leadership component of network

development emphasized in systemic action research (Burns 2007, 100).

sp XXIIIFlood (Flood 1995) allows practitioners tochoose (e.g

Systems Dynamics, Viable Systems Diagnosis, any of the methods listed

described above, many more). This choice is based on which of five

metaphors for organizations as machine , organic , neuro-cybernetic ,socio-cultural or socio-political systems - are most relevant to the situation.

TSI provides procedures and frameworks to help make this choice. The

intensive nature of TSI my require multi-organization networks wishing to

utilize it to have the sort of structured core (working groups, steering

committee, network coordinator and staff) that, for example, the Re-AMP

network (Grant 2010, 5-8) is designed around.


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Possibility#7:An innovat ion process designed according to systemsprinciplesInnovation rarely proceeds in such a linear fashion as depicted in Possibility#5.

ubject to

changes of many sorts 1987, pg 275). In other words, theprocess of innovation behaves likes a system.

It can be useful to think of innovation as a process the way Ackoff thinks ofdirected at a des

108).

numerous interacting courses of action which can influence each other and the

overall innovation process. The defining function of that whole is the generation

of innovation(s).

Understanding innovation as a process can also be done by focusing on thesystem of interconnected individuals responsible for carrying out the process.

, therefore, could be thought of in two ways.First, it can be seen as the specifications, prescriptions, guidelines or norms that

those responsible for the courses of action follow. For example, one such

prescription could be: always prototype your ideas in the real world before

revising the initial assumptions of the innovation process. A very different

prescription could be: never let the sunk costs of past courses of action hold you

back reinventing, or pivoting towards different, future courses of action. Second,

it could be seen as the specifications, prescriptions, guidelines or norms thatinfluence the way that involved individuals relate to each other and the way that

learning, creative insight, information or authority flows through system of

individuals as a whole. These could influence, for example, how much power the

ultimate beneficiaries/end-users have to influence the design of innovations

meant to help them, or how often learning is shared between those with formal

roles.

ould design specifications, prescriptions, guidelines ornorms on the basis of insights from systems thinking/theory, not assumptions

about the linear nature of innovation.

There are four types of systems principles that could shape the design ofPossibility#7 processes:

sp XXIV . For example, take the notion that thestructure at maintained by continuous exchange of


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the faster the smaller the components envisaged (von Bertalanffy 1968,

160). Such could influence the way individual, teams and organizations with

different roles in the innovation process are encouraged to pursue learning

via engagement with external stakeholders.

sp XXV . Example: tdelivered by a feedback loop even nonphysical feedback can affect only

(Meadows and Wright 2008, 189) could shape

the design of interpersonal feedback, and the norms and expectations

surrounding their use, between different stages of an innovation process.

sp XXVI Examples:(Booth

Sweeney 2009, 4) could inspire decisions about who to involve, or the

waste from one system becomes food for another. All materials in nature

are valuable, continuously circulating in closed loops of production, use, and

re

proven unusable or learnings from failure.

sp XXVII . Example:The larger the variety of actions available to a control system, the larger the

variety of perturbations it is able to compensate... Qualitatively, this theorem

specifies the conditions in which success is possible: a matching between the

(Bar Yam, 2003). This

could guide the design of decision making processes and

authority/leadership distribution within an innovation process.


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Possibility#8:A process that generates the transformation of a systemThe purpose of an innovation process is often defined in terms of outputs. The

process and everything it entails is seen as the means; the creative ideas, solved

that result are seen as the

end. By flipping this understanding of means and ends, the purpose of theinnovation process can be seen as just having a system (organization,

community, network) go through the process and the collaboration and

cooperation it entails; idea creation, problem solving and the generation of new

things are just focal, rallying and conversation points that give the process

At the core of this idea is the insight that any process which involves a group inthe creation of something inevitably requires change in the group by or before

the end of the process. A family that works together to solve its problemsdevelops stronger affection and deeper empathy for one another.

marketers, designers, their suppliers and customers co-design a new product

together and each becomes better able to help the others meet their needs in

the future. A community comes together to generate ideas for making the local

school a more exciting and thriving place, and without intending they also

increase their collective ability to understand internal problems and external

threats to future well-being.

Innovation as a process that transforms a system will probably require an explicitsetting of goals in terms of outputs. This is how you actually get people to come

together and do the work. However, this can be done with the understanding

that there is a deeper and more fundamental goal: the transformation of the

system as a result of talking and thinking and working together.

There are four types of system transformation that can come from Possibility#8innovation processes:

sp XXVIIITransformation of collective mind: that is, tra (i.e., organizations, network ) capacity to tap collective wisdom

i.e. they see

that discover

things together that are too complex to discover alone). This can happen, for

example, , which has been called

(Scharmer 2009, 135).

sp XXIXTransformation of collective heart: that is, transformation of the way peoplewithin a system relate to one another, understand each other, share


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[systems/groups] focus on the structure of how they gather and the context

in which the gatherings take place; when they work hard on getting the

questions rights; when they choose depth [of engagement] over speed [of

solution production] and relatedness [of the group] over [size or

expansiveness of the group]" (Block 2008, 78).

sp XXXTransformation of collective willwork together and collaboratively create the futures they desire. This can

happen both through practicing (simulating) collaborative work situations

(Senge 2006, 240-249 and 300-303) and by beginning with sharp clearly

defined goals and learning by doing actual projects (Murphy, Kirwan and

Ashkenas 2007, 460-461).

sp XXXISimultaneous transformation of mind, heart and willframing is drawn from the social field theory of Theory U (Scharmer 2009,

243-244). Theory U is a change methodology and systemic innovation

process that enables all three types of transformation within a system that

- solving complex problems or

transformation of reality, within and across the worlds of business,

go

process that does the same is Transformative Scenario Planning(Kahane

2012a).


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Arthur, W. Brian. "What is Technology and How Does it Evolve? ."The New York Academy of

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Axelrod, Dick, and Emily Axelrod. "Collaborative Loops." In The change handbook the

definitive resource on today's best methods for engaging whole systems. 2nd ed. San

Francisco: Berrett-Koehler, 2007. 89-101.

Bar Yam, Yaneer. "Unifying Principles in Complex Systems." In Converging technologies for

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Scale." Margaret J . Wheatley. http://www.margaretwheatley.com/articles/emergence.html


Chicago formatting by BibMe.org.


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Mar.6Bibliography For Further Reading On AndDevelopment Of The Sub-Possibilities In Part 1

Possibility #1A solution/catalyst/ initiative designed and implemented to createsystemic changeSocial Innovation Generation (SiG). "Social Innovation Primer." Social Innovation

Generation (SiG). http://sigeneration.ca/primer.html

sp IA solution/catalysts/ initiative that targets to createsystemic change"Human Centered Design Toolkit - 2nd Editiion." HCD Connect ideo.org (0).

http://www.hcdconnect.org/toolkit/en/download

Meadows, Donella. "Leverage Points: Places to Intervene in a System." SustainabilityInstitute (1999). http://www.sustainer.org/pubs/Leverage_Points.pdf

Plattner, Hasso. "bootcamp bootleg." d.school - (2010).http://dschool.stanford.edu/wp-

content/uploads/2011/03/ BootcampBootleg2010v2SLIM.pdf

Woodward, Brian. "A Handbook for Creating Systems Maps." Alberta EnvironmentGovernment of Alberta (2010). http://environment.gov.ab.ca/info/ library/8284.pdf

Waddell, Steve, Verna Allee, J im Ritchie-Dunham, and Luz Maria Puente. "StrategicMapping and Visual Diagnostics for Scaling Change." iScale - (2009).

http://networkingaction.net/wp-content/uploads/files/MappingMethodologies.doc

sp IIA so lution/ catalyst/ initiative composed of parts f rom old/current systems to crea te systemic change.Davies, Anna , Geoff Mulgan, Will Norman, Louise Pulford , Robert Patrick , and J ulie

Simon. "Systemic Innovation." Social Innovation Europre - (2012).

http://www.socialinnovationeurope.eu/sites/default/files/sites/default/files/SIE%20

Systemic%20Innovation%20Report%20- %20December%202012_1.pdf

Kania, J ohn , and Mark Kramer. "Collective Impact." Stanford Social InnovationReview Winter (2011).http://www.ssireview.org/images/articles/2011_WI_Feature_Kania.pdf

Krebs, Valdis , and J une Holley. "Building Smart Communities through NetworkWeaving." Acenet - (2006). http://www.orgnet.com/BuildingNetworks.pdf (accessed

J anuary 28, 2013).
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Lisa K. Gundry, J ill R. Kickul, Mark D. Griffiths, Sophie C. Bacq, (2011) "Creating SocialChange Out of Nothing: The Role of Entrepreneurial Bricolage in Social

Entrepreneurs' Catalytic Innovations", Social and Sustainable Entrepreneurship, Vol.

Iss: 13, pp.1- 24

Weick, Karl E.. Making sense of the organization. Oxford, UK: Blackwell Publishers,2001.sp IIIA set/ combination of solutions/ catalysts/ initiatives simultaneously

implemented a t multiple parts o f a system to create systemic change.Mulgan, Geoff. "J oined Up Innovation." Nesta, Systems Innovation Discussion Paper

(2013): 5- 24. www.nesta.org.uk/library/documents/Systemsinnovationv8.pdf

Pronyk , Paul M, Maria Muniz , Amadou Niang , Sonia Ehrlich Sachs , Prabhjot Singh ,Awash Teklehaimanot , J effrey D Sachs , Ben Nemser , Marie-Andre Somers , Lucy

McClellan , Cheryl A Palm1, Uyen Kim Huynh, Yanis Ben-Amor, Belay Begashaw, andJ ohn W McArthur . "The effect of an integrated multi-sector model for achieving

the Millennium Development Goals and improving child survival in rural sub-Saharan

Africa: a nonrandomised controlled assessment." The Lancet 379 (2012).

Rabbani, Enam. "Water Point Monitoring System in Machinga District, Malawi." WaterAid Malawi - (2009).

http://blogs.ewb.ca/africanprograms/files/2010/08/WPMonitoring-in-Machinga-

Final-Report-Sep-2009.pdf

Senge, Peter M.. The Fifth discipline fieldbook: strategies and tools for building alearning organization. New York: Currency, Doubleday, 1994.

Possibility #2Social technology built around systems phenomenaW. Brian Arthur, The Nature of Technology

Scientist Online. www.americanscientist.org/bookshelf/ pub/an- interview-with-w-

brian-arthur (accessed February 23, 2013).

Kahane, Adam. Transformative scenario planning: working together to change thefuture. San Francisco: Berrett-Koehler Publishers, 2012.

sp IVSocial technology built around general systems phenomenaRamalingam , Ben, and Harry J ones. "Exploring the science of complexity: Ideas and

implications for development and humanitarian efforts." Overseas Development

Institute Working Paper 285 (2008). http://www.odi.org.uk/sites/odi.org.uk/files/odi-

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Mar.6Capra, Fritjof. The web of life: a new scientific understanding of living systems. New

York: Anchor Books, 1996.

Meadows, Donella H., and Diana Wright. Thinking in systems: a primer. White RiverJ unction, Vt.: Chelsea Green Pub., 2008.

Wheatley, Margaret J .. Leadership and the new science: discovering order in achaotic world. 2nd ed. San Francisco: Berrett-Koehler Publishers, 1999.

sp VSocial technology built around human systems phenomenaHassan, Zaid. "The Six or Seven Axioms of Social Change: Margaret Mead's Gift." The

Berkana Institute - (2005). http://berkana.org/wp-content/uploads/2012/02/Six-

or-Seven-Axioms-of-Social-Change_MargaretMead.pdf (accessed March 1, 2013).

n group dynamics: II. channels of group life; social planningQuade, Kristine. "The Traditional Meets The Emergent: The Modernization of T-

Groups ." Human Systems Dynamics Institute - (2007).

http://www.hsdinstitute.org/learn-more/library/articles/Traditional-Meets-

Emergent.pdf

Westley, Frances, Sean Goebey, and Kirsten Robinson. "Change Lab/Design Lab forSocial Innovation." - Waterloo Institute of Social Innovation and Resilience (2012).

http://sig.uwaterloo.ca/sites/default/files/documents/Paper_FINAL_Lab%20for%20

Social%20Innovation.pdf

sp VISocial technology built around institutional systems phenomenaEdwards, Bob; J ohn D. McCarthy (2004). "Resources and Social Movement

Mobilization". In Snow, Soule, and Kriesi. The Blackwell Companion to Social

Movements. Oxford: Blackwell. pp. 116 52.

Forrester, J ay W.. "Counterintuitive behavior of social systems." Theory and Decision2, no. 2 (1971): 109-140.

Gandhi, M. K.. "Chapter XVI Bruteforce." Hind Swaraj or Indian Home Rule NavajivanTrust (1938). http://www.mkgandhi.org/swarajya/ch016.htm (accessed March 3,

2013).Gordon, Mary. Roots of empathy: changing the world, child by child. Toronto, Ont.:

Thomas Allen Publishers, 2005.

Krznaric, Roman. "How Change Happens: Interdisciplinary Perspectives for HumanDevelopment." oxfam GB Oxfam Research Reports (2007). http://policy-
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practice.oxfam.org.uk/publications/how-change-happens- interdisciplinary-

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Scott, J ames C.. Seeing like a state: how certain schemes to improve the humancondition have failed. New Haven: Yale University Press, 1998.

sp VIISocial technology built around grounded- bounded systems phenomenaClinical Inquiry/Research, Edgar H. Schein, in The Sage handbook of action research :

participative inquiry and practice, Reason, Peter. Los Angeles ; London : SAGE,

2008. pg 266

Grounded Theory Methods in Social J ustice Research, Kathy Charmaz, page 359, inThe Sage handbook of qualitative research, Denzin, Norman K. Thousand Oaks, Calif.

: Sage, c2011

Laws, Kevin , and Robert McLeod. "Case study and grounded theory: Sharing somealternative qualitative research methodologies with systems professionals." SystemDynamics Society 2004 Conference (2004).

http://www.systemdynamics.org/conferences/2004/SDS_2004/PAPERS/220MCLE

O.pdf

Schon, Donald A.. Reflective practitioner : How professionals think in action. NewYork: BasicBooks, 1983.

Ulrich, W. (2005). A mini-primer of boundary critique. Rev. version of "Boundarycritique," in H.G. Daellenbach and R.L. Flood (eds.), The Informed Student Guide to

Management Science, London: Thomson Learning, 2002, p. 41f. Werner Ulrich's

Home Page, http://wulrich.com/boundary_critique.html, first published 17 October2005.

Possibility #3Innovation created by a systemAckoff, Russell Lincoln. Re- creating the corporation: a design of organizations for the

21st century. New York: Oxford University press, 1999.

Wheatley, Margaret, and Deborah Frieze. "Using Emergence to Take SocialInnovations to Scale." Margaret J . Wheatley.

www.margaretwheatley.com/articles/emergence.html

Wholes and parts-a systems approach, Boardman, J .T. Systems, Man andCybernetics, IEEE Transactions on Volume: 25, Issue: 7, 1995 , Page(s): 1150 1161

sp VIIIInnovation created by ecosystem- innovation:Hassan, Zaid. "Connecting to Source: The U-Process." The Systems Thinker 17, no. 7

(2006): 2-7.
http://www.systemdynamics.org/conferences/2004/SDS_2004/PAPERS/220MCLEO.pdfhttp://www.systemdynamics.org/conferences/2004/SDS_2004/PAPERS/220MCLEO.pdfhttp://www.systemdynamics.org/conferences/2004/SDS_2004/PAPERS/220MCLEO.pdfhttp://www.systemdynamics.org/conferences/2004/SDS_2004/PAPERS/220MCLEO.pdfhttp://www.systemdynamics.org/conferences/2004/SDS_2004/PAPERS/220MCLEO.pdf


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Mar.6Scharmer, Claus Otto. Theory U learning from the future as it emerges : the social

technology of presencing. San Francisco, Calif.: Berrett-Koehler ; 2009.

Scharmer, Otto. "The Blind Spot of Institutional Leadership: How To Create DeepInnovation Through Moving from Egosystem to Ecosystem Awareness ." (2010).

www.ottoscharmer.com/docs/articles/2010_DeepInnovation_Tianjin.pdf (accessedFebruary 11, 2013).

Senge, Peter M., C. Otto Scharmer, J oseph J aworski, and Betty Sue Flowers.Presence: human purpose and the field of the future. Cambridge, MA: SoL, 2004.

sp IXInnovation created by a innovation-ecosystem:Carayannis, Elias G., David F. J . Campbell (20

Toward a 21st Century Fractal Innovation Ecosystem. International J ournal of

Technology Management 46 (3/4), 201 234

(http://www.inderscience.com/browse/ index.php? journalID=27&year=2009&vol=46&issue=3/4).

Carayannis, Elias G., and David F. J . Campbell. Mode 3 knowledge production inquadruple helix innovation systems 21st-century democracy, innovation, and

entrepreneurship for development. New York, NY: Springer, 2012.

"The 'system of innovation' approach, and its relevance to developing countries."SciDev Net.http://www.scidev.net/en/policy-briefs/ the-system-of- innovation-

approach-and-its- relevanc.html

sp XInnovation created by a social innovation system:Fontan, J .M., Klein, J .L, and Tremblay, D.G. (2004): Innovation and Society:

Broadening the Analysis of the Territorial Effects of Innovation. Research Note no

2004- 07A. Canada Research Chair of the Socio-Organizational Challenges of the

Knowledge Economy. Universit du Qubec Montral

Huddart, Stephen. "Renewing the Future: Social Innovation Systems, Sector Shift,and Innoweave." Technology Innovation Management Review J uly (2012).

http://timreview.ca/sites/default/files/article_PDF/Huddart_TIMReview_J uly2012_2.

pdf (accessed March 5, 2013).

"Innoweave | About Innoweave." Innoweave | Practical Tools for Social Innovation.http://www.innoweave.ca/en/about

sp XIInnovation created by a dynamic group innovation system :
http://www.inderscience.com/browse/index.php?journalID=27&year=2009&vol=46&issue=3/4http://www.inderscience.com/browse/index.php?journalID=27&year=2009&vol=46&issue=3/4http://www.inderscience.com/browse/index.php?journalID=27&year=2009&vol=46&issue=3/4http://www.inderscience.com/browse/index.php?journalID=27&year=2009&vol=46&issue=3/4http://www.scidev.net/en/policy-briefs/the-system-of-innovation-approach-and-its-relevanc.htmlhttp://www.scidev.net/en/policy-briefs/the-system-of-innovation-approach-and-its-relevanc.htmlhttp://www.scidev.net/en/policy-briefs/the-system-of-innovation-approach-and-its-relevanc.htmlhttp://www.scidev.net/en/policy-briefs/the-system-of-innovation-approach-and-its-relevanc.htmlhttp://www.innoweave.ca/en/abouthttp://www.innoweave.ca/en/abouthttp://www.innoweave.ca/en/abouthttp://www.scidev.net/en/policy-briefs/the-system-of-innovation-approach-and-its-relevanc.htmlhttp://www.scidev.net/en/policy-briefs/the-system-of-innovation-approach-and-its-relevanc.htmlhttp://www.inderscience.com/browse/index.php?journalID=27&year=2009&vol=46&issue=3/4http://www.inderscience.com/browse/index.php?journalID=27&year=2009&vol=46&issue=3/4


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Hassan, Zaid. "Laboratories For Social Change." Reos Partners (2007).http://reospartners.com/sites/default/files/labs_for_social_change_3_4.pdf


Kimball, Lisa. "Liberating Structures A New Pattern Language for Engagement." ODPractitioner 43, no. 3 (2011): 8-11.

Senge, Peter M.. The fifth discipline. 2nd ed. London: Random House Business, 2006.Snyder, William M., and Etienne Wenger. "Our World as a Learning System: A

Communities-of- Practice Approach." In Social learning systems and communities of

practice. London: Springer, 2010. 107-124.

Westley, Frances, Sean Goebey, and Kirsten Robinson. "Change Lab/Design Lab forSocial Innovation." - Waterloo Institute of Social Innovation and Resilience (2012).

http://sig.uwaterloo.ca/sites/default/files/documents/Paper_FINAL_Lab%20for%20

Social%20Innovation.pdf (accessed February 26, 2013).

Possibility #4A solution that is itself a systemAlvord, Sarah H., L. David Brown, And Christine W. Letts. "Social Entrepreneurship

Leadership That Facilitates Societal Transformation An Exploratory Study." Center

For Public Leadership Working Papers (2003).

Http://Dspace.Mit.Edu/Bitstream/Handle/1721.1/5

Banathy, Bela H.. Designing social systems in a changing world. New York: PlenumPress, 1996. Source4B- IDEO on designing systems

Leadbeater, Charlie. "The Systems Innovator: Why Successful Innovation GoesBeyond Products." NESTA Systems Innovation Discussion Paper (2013): 25- 54.

http://www.nesta.org.uk/library/documents/Systemsinnovationv8.pdf (accessed

February 1, 2013).

Mulgan, Geoff. "J oined Up Innovation." Nesta, Systems Innovation Discussion Paper(2013): 5- 24. www.nesta.org.uk/library/documents/Systemsinnovationv8.pdf


sp XIIA solution that is aninstitutional system:Boyer, Bryan, J ustin W. Cook, and Marco Steinberg. "Recipes for Systemic Change."Helsinki Design Lab - (2012).

http://www.helsinkidesignlab.org/peoplepods/ themes/hdl/downloads/ In_Studio-

Recipes_for_Systemic_Change.pdf

Child, J , Lua, Y. & Terence, T. 2007. Institutional Entrepreneurship in Building anEnvironmental Protection System for the Peop

Studies, 28(7): 1013-1034.
http://www.helsinkidesignlab.org/peoplepods/themes/hdl/downloads/In_Studio-Recipes_for_Systemic_Change.pdfhttp://www.helsinkidesignlab.org/peoplepods/themes/hdl/downloads/In_Studio-Recipes_for_Systemic_Change.pdfhttp://www.helsinkidesignlab.org/peoplepods/themes/hdl/downloads/In_Studio-Recipes_for_Systemic_Change.pdfhttp://www.helsinkidesignlab.org/peoplepods/themes/hdl/downloads/In_Studio-Recipes_for_Systemic_Change.pdfhttp://www.helsinkidesignlab.org/peoplepods/themes/hdl/downloads/In_Studio-Recipes_for_Systemic_Change.pdf


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Mar.6Leca , Bernard , J ulie Battilana , and Eva Boxenbaum. "Agency and Institutions: A

Review of Institutional Entrepreneurship ." USAID - (2008).

http://egateg.usaidallnet.gov/sites/default/files/Review%20of%20Institutional%20E

ntrepreneurship.pdf

Quilley, Stephen. "System Innovation and a New Great Transformation: Re-embedding Economic Life in the Context of De-Growth." Resilience.http://www.resilience.org/stories/2012- 12-20/system-innovation-and-a-new-

great-transformation-re-embedding-economic-life- in-the-context-of-de-growth

sp XIIIA solution that is ansocio- technical system:Geels, Frank W., Boelie Elzen, and Kenneth Green. "General introduction: system

innovation and transitions to sustainability." In System innovation and the transition

to sustainability theory, evidence and policy. Cheltenham, UK: Edward Elgar, 2004. 1-

18.Geels, Frank W.. Technological transitions and system innovations a co-evolutionary

and socio-technical analysis. Cheltenham, UK: Edward Elgar, 2005.

Loorbach, D. 2010. Transition management for sustainable development: Aprescriptive, complexity-based governance framework. Governance 23: 161 183.

Schot, J ohan, and Frank W. Geels. "Strategic niche management and sustainableinnovation journeys: theory, findings, research agenda, and policy." Technology

Analysis & Strategic Management 20, no. 5 (2008): 537-554.

sp XIVA solution that is asocial- capital system:McKnight, J ohn, and Peter Block. The abundant community awakening the power of

families and neighborhoods. Chicago, Ill.: American Planning Association ;, 2010.

Plastrik , Peter, and Madeleine Taylor. "NET GAINS: A Handbook for Network BuildersSeeking Social Change." Network Impact - (2006).

http://networkimpact.org/downloads/NetGainsHandbookVersion1.pdf

Putnam, Robert D., Lewis M. Feldstein, and Don Cohen. Better together: restoringthe American community. New York: Simon & Schuster, 2003.

sp XVA solution that is asocio- ecological system:Chapin, F. Stuart, Alan F. Mark, Robin A. Mitchell, and Katharine J . M. Dickinson. 2012.

Design principles for social-ecological transformation toward sustainability: lessons

from New Zealand sense of place. Ecosphere 3:art40.

http://dx.doi.org/10.1890/ES12-00009.1
http://egateg.usaidallnet.gov/sites/default/files/Review%20of%20Institutional%20Entrepreneurship.pdfhttp://egateg.usaidallnet.gov/sites/default/files/Review%20of%20Institutional%20Entrepreneurship.pdfhttp://egateg.usaidallnet.gov/sites/default/files/Review%20of%20Institutional%20Entrepreneurship.pdfhttp://dx.doi.org/10.1890/ES12-00009.1http://dx.doi.org/10.1890/ES12-00009.1http://egateg.usaidallnet.gov/sites/default/files/Review%20of%20Institutional%20Entrepreneurship.pdfhttp://egateg.usaidallnet.gov/sites/default/files/Review%20of%20Institutional%20Entrepreneurship.pdf


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Olsson, Per , Carl Folke, And Fikret Berkes. "Adaptive Comanagement For BuildingResilience In Social Ecological Systems." Environmental Management 34, No. 1

(2004): 75-90. (Can be found at:

http://www.adaptivemanagement.net/sites/default/files/Adaptive%20Comanagem

ent%20for%20Building%20Resilience%20in%20Social- Ecological%20Systems.pdf)Brett M. Bennett (2010). The El Dorado of Forestry: The Eucalyptus in India, South

Africa, and Thailand, 1850 2000. International Review of Social History, 55, pp 27-

50. doi:10.1017/S0020859010000489.

Possibility #5A multi-stage innovation process actively involving a whole systemAxelrod, Dick, and Emily Axelrod. "Collaborative Loops." In The change handbook the

definitive resource on today's best methods for engaging whole systems. 2nd ed.

San Francisco: Berrett-Koehler, 2007. 89-101.

Brown, J uanita, Ken Homer, and David Isaacs Cady. "The World Cafe." In The ChangeHandbook: The Definitive Resource on Today's Best Methods for Engaging Whole

Systems. 2nd ed. San Francisco: Berrett-Koehler Publishers, 2007. 179- 194.

Holman, Peggy, Tom Devane, and Steven Cady. The change handbook the definitiveresource on today's best methods for engaging whole systems. 2nd ed. San

Francisco: Berrett-Koehler, 2007.

Mulgan, Geoff. "The Process of Social Innovation." innovations Spring 2006 (2006).http://www.policyinnovations.org/ideas/policy_library/data/TheProcessofSocialInno

vation/_res/id=sa_File1/INNOV0102_p145-162_mulgan.pdf (accessed J anuary 26,

2013).

Owen, Harrison. "Open Space Technology." In The change handbook the definitiveresource on today's best methods for engaging whole systems. 2nd ed. San

Francisco: Berrett-Koehler, 2007. 135-148.

sp XVIA multi- stage innovation process actively involving a whole system-as-a-user:Barnes, Marian, Chris Skelcher, Hanne Beirens, Robert Dalziel, Stephen J effares ,

and Lynne Wilson. "Designing citizen-centred governance." J oseph Rowntree

Foundation - (2008). http://www.jrf.org.uk/system/files/2205- governance-citizens-

engagement.pdf

Brown, Tim, and Barry Katz. Change by design: how design thinking transformsorganizations and inspires innovation. New York: Harper Business, 2009.

Connelly, Caitlin. "Multi-Stakeholder Decision-Making." United Nations DevelopmentProgram (2012).
http://www.adaptivemanagement.net/sites/default/files/Adaptive%20Comanagement%20for%20Building%20Resilience%20in%20Social-Ecological%20Systems.pdfhttp://www.adaptivemanagement.net/sites/default/files/Adaptive%20Comanagement%20for%20Building%20Resilience%20in%20Social-Ecological%20Systems.pdfhttp://www.adaptivemanagement.net/sites/default/files/Adaptive%20Comanagement%20for%20Building%20Resilience%20in%20Social-Ecological%20Systems.pdfhttp://www.adaptivemanagement.net/sites/default/files/Adaptive%20Comanagement%20for%20Building%20Resilience%20in%20Social-Ecological%20Systems.pdfhttp://www.adaptivemanagement.net/sites/default/files/Adaptive%20Comanagement%20for%20Building%20Resilience%20in%20Social-Ecological%20Systems.pdf


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http://www.undp.org/content/dam/undp/library/Environment%20and%20Energy/Cl

imate%20Strategies/Multi-stakeholder%20Decision-Making_Sept%202012.pdf

Taborga, J orge . "Design Thinking and Conscious Evolution." Rethinking Complexity.http://www.rethinkingcomplexity.com/posts/06-04- 12/design-thinking-and-

conscious-evolution

sp XVIIA multi- stage innovation process actively involving a whole system-as-a-collaborator:Cummings, Thomas G. "Large Group Interventions: Whole System Approaches to

Organization Change." In Handbook of organization development. Los Angeles:

SAGE Publications, 2008. 261-276.

OECD (2011), Together for Better Public Services: Partnering with Citizens and CivilSociety, OECD Public Governance Reviews, OECD Publishing.

http://dx.doi.org/10.1787/9789264118843-enPrahalad, C.K., and Venkat Ramaswamy. "Co- creation experiences: The next practice

in value creation." J ournal of Interactive Marketing 18, no. 3 (2004): 5-14.

sp XVIIIA multi- stage innovation process actively involving a whole system-as-a-leader:Hippel, Eric von. "Horizontal innovation networks by and for users." Industrial and

Corporate Change 16, no. 2 (2007): 293-315.

Uhl-Bien, Mary, Russ Marion, and Bill McKelvey. "Complexity Leadership Theory:Shifting leadership from the industrial age to the knowledge era." The Leadership

Quarterly 18, no. 4 (2007): 298-318.

Wheatley, Margaret J ., and Deborah Frieze. Walk out walk on a learning journey intocommunities daring to live the future now. San Francisco: Berrett-Koehler

Publishers, 2011.

sp XIXA multi- stage innovation process actively involving a whole system-as-a-host:

Corrigan, Chris. "Hosting in a Hurry v 1.1- Putting the Art of Hosting into practice."Vancouver Island Aboriginal Transition Team - (0).http://www.berkana.org/pdf/Hosting_in_a_Hu

Hamel, Gary. "Innovation Democracy: W.L. Gore's Original Management Model."Management Innovation eXchange.

http://www.managementexchange.com/story/innovation-democracy-wl-gores-

original-management-model
http://www.undp.org/content/dam/undp/library/Environment%20and%20Energy/Climate%20Strategies/Multi-stakeholder%20Decision-Making_Sept%202012.pdfhttp://www.undp.org/content/dam/undp/library/Environment%20and%20Energy/Climate%20Strategies/Multi-stakeholder%20Decision-Making_Sept%202012.pdfhttp://www.undp.org/content/dam/undp/library/Environment%20and%20Energy/Climate%20Strategies/Multi-stakeholder%20Decision-Making_Sept%202012.pdfhttp://www.rethinkingcomplexity.com/posts/06-04-12/design-thinking-and-conscious-evolutionhttp://www.rethinkingcomplexity.com/posts/06-04-12/design-thinking-and-conscious-evolutionhttp://www.rethinkingcomplexity.com/posts/06-04-12/design-thinking-and-conscious-evolutionhttp://www.berkana.org/pdf/Hosting_in_a_Huhttp://www.berkana.org/pdf/Hosting_in_a_Huhttp://www.managementexchange.com/story/innovation-democracy-wl-gores-original-management-modelhttp://www.managementexchange.com/story/innovation-democracy-wl-gores-original-management-modelhttp://www.managementexchange.com/story/innovation-democracy-wl-gores-original-management-modelhttp://www.managementexchange.com/story/innovation-democracy-wl-gores-original-management-modelhttp://www.managementexchange.com/story/innovation-democracy-wl-gores-original-management-modelhttp://www.berkana.org/pdf/Hosting_in_a_Huhttp://www.rethinkingcomplexity.com/posts/06-04-12/design-thinking-and-conscious-evolutionhttp://www.rethinkingcomplexity.com/posts/06-04-12/design-thinking-and-conscious-evolutionhttp://www.undp.org/content/dam/undp/library/Environment%20and%20Energy/Climate%20Strategies/Multi-stakeholder%20Decision-Making_Sept%202012.pdfhttp://www.undp.org/content/dam/undp/library/Environment%20and%20Energy/Climate%20Strategies/Multi-stakeholder%20Decision-Making_Sept%202012.pdf


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Is." ShapeShift.http://shapeshiftstrategies.wordpress.com/2012/06/24/ california-

here-we-come-2/

Turckes, Steven , and Melanie Kahl. "What Schools Can Learn From Google, IDEO,and Pixar." Co Design. www.fastcodesign.com/1664735/what-schools-can-learn-from-google- ideo-and-pixar

Possibility#6An Organizational Systems Thinking Problem Solving Process Appliedto Broader Social SystemsRamage, Magnus, and Karen Shipp. Systems thinkers. Dordrecht: Springer, 2009.

sp XX applied to broader social systems:Ackoff, Russell Lincoln. Re- creating the corporation: a design of organizations for the21st century. New York: Oxford University press, 1999.Ackoff, Russell. "A Brief Guide To Interactive Planning And Idealized Design." (2001).

Http://Www.Ida.Liu.Se/~Steho/Und/Htdd01/Ackoffguidetoidealizedredesign.Pdf

Eisenstadt, Mia. "The Sustainable Food Lab: A Case Study." Reos Partners (2010).http://reospartners.com/sites/default/files/SustainableFoodLabCaseStudyv6.pdf


Senge, Peter M.. "Convening: 'Get the System in the Room'." In The necessaryrevolution: how individuals and organizations are working together to create a

sustainable world. New York: Doubleday, 2008. 234-249.

sp XXI applied to broader social systems:Checkland, Peter, and J ohn Poulter. "Soft Systems Methodology." In Systems

Approaches to Managing Change A Practical Guide.. London: The Open University,

2010. 191-242.

Wenger, Etienne, Richard A. McDermott, and William Snyder. Cultivating communitiesof practice: a guide to managing knowledge. Boston, Mass.: Harvard Business School

Press, 2002.

Wenger, Etienne . "Learning for a small planet: a research agenda." LearningHistories - (2004).

http://www.learninghistories.net/documents/learning%2520for%2520a%2520small

%2520planet.pdf

Williams, Bob. "Soft Systems Methodology." The Kellogg Foundation - (2005).http://www.kapiti.co.nz/bobwill/ssm.pdf
http://shapeshiftstrategies.wordpress.com/2012/06/24/california-here-we-come-2/http://shapeshiftstrategies.wordpress.com/2012/06/24/california-here-we-come-2/http://shapeshiftstrategies.wordpress.com/2012/06/24/california-here-we-come-2/http://shapeshiftstrategies.wordpress.com/2012/06/24/california-here-we-come-2/http://www.learninghistories.net/documents/learning%2520for%2520a%2520small%2520planet.pdfhttp://www.learninghistories.net/documents/learning%2520for%2520a%2520small%2520planet.pdfhttp://www.learninghistories.net/documents/learning%2520for%2520a%2520small%2520planet.pdfhttp://www.learninghistories.net/documents/learning%2520for%2520a%2520small%2520planet.pdfhttp://www.learninghistories.net/documents/learning%2520for%2520a%2520small%2520planet.pdfhttp://shapeshiftstrategies.wordpress.com/2012/06/24/california-here-we-come-2/http://shapeshiftstrategies.wordpress.com/2012/06/24/california-here-we-come-2/


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Mar.6sp XXII applied to broader social systems:Burns, Danny. Systemic action research: a strategy for whole system change. Bristol:

Policy Press, 2007.

Cammarota, J ., & Fine, M. (Eds.). (2008). Revolutionizing Education: YouthParticipatory Action Research in Motion. New York, NY: Routledge Taylor & Francis

Group.

Freire, Paulo. Pedagogy of the oppressed. 30th anniversary ed. New York:Continuum, 2000.

Ulrich, Werner. "A Mini-Primer of Critical Systems Heuristics." Werner Ulrich's HomePage. http://wulrich.com/csh.html

Ulrich, Werner. "A brief introduction to critical systems heuristics (CSH)."ECOSENSUS project website The Open University, Milton Keynes, UK, no. 14 October

2005 (2005). http:// wulrich.com/downloads/ulrich_2005f.pdf

sp XXIII applied to broader social systems:Flood, Robert L.. "Total Systems Intervention (TSI): a Reconstitution." The J ournal of

the Operational Research Society 46, no. 2 (1995): 174- 191.

Grant, Heather MacLeod. "Transformer: How to build a network to change a system- A Case Study of the RE-AMP Energy Network." Monitor Institute Garfield

Foundation (2010).

http://www.garfieldfoundation.org/resources/Monitor%20Institute%20RE-

AMP%20Case%20Study.pdf (accessed February 17, 2013).Hearn , Simon , and Enrique Mendizabal. "Not everything that connects is a network."

Overseas Development Institute Background Notes (2011).

http://www.odi.org.uk/sites/odi.org.uk/files/odi-assets/publications-opinion-

files/6313.pdf

J ackson, Michael C.. Systems thinking creative holism for managers. Chichester,West Sussex, England: J . Wiley, 2003.

Possibility#7An innovation process designed according to systems principlesAckoff, Russell Lincoln. Re- creating the corporation: a design of organizations for the

21st century. New York: Oxford University press, 1999.

Corrigan, Chris . "The Chaordic Stepping Stones Planning just the right amount ofform for invitation, gathering, harvest and wise action." Chris Corrigan Facilitation

Resources - (0).http://chriscorrigan.com/parkinglot/?page_id=958
http://chriscorrigan.com/parkinglot/?page_id=958http://chriscorrigan.com/parkinglot/?page_id=958http://chriscorrigan.com/parkinglot/?page_id=958http://chriscorrigan.com/parkinglot/?page_id=958


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Kline, Stephen J ., and Nathan Rosenberg. "An Overview of Innovation." In ThePositive sum strategy: harnessing technology for economic growth. Washington,

D.C.: National Academy Press, 1986. 275-305.

Surman, Tonya. "Creating the Conditions For Social Innovation Emergence." CentreFor Social Innovation - (2010).http://s.socialinnovation.ca/files/Conditions%20for%20SI%20Emergence%20-

%20Surman%202010.pdf

sp XXIVAn innovation process designed according toprinciples:Bertalanffy, Ludwig von. General System Theory: foundations, development,

applications.. New York: G. Braziller, 1968.

Dubrovsky, Vitaly . "Toward System Principles: General System Theory and theAlternative Approach." Systems Research and Behavioral Science 21(2004): 109-

122.

Kast , Fremont E., and J ames E. Rosenzweig. "General Systems Theory: Applicationsfor Organization and Management." The Academy of Management J ournal 15, no. 4

(1972): 447-465.

sp XXVAn innovation process designed according toprinciples:Chen, Po Chia. "Dynamics and architectures of innovation systems." Massachusetts

Institute of Technology. Engineering Systems Division. Thesis (S.M. in Engineering andManagement)- -Massachusetts Institute of Technology, Engineering Systems

Division, System Design and Management Program, 2011. (2011).

http://dspace.mit.edu/bitstream/handle/1721.1/67210/759081649.pdf?sequence=1

(

Meadows, Donella. "Dancing with Systems." The Sustainability Institute.http://www.sustainer.org/pubs/Dancing.htm

Meadows, Donella H., and Diana Wright. Thinking in systems: a primer. White RiverJ unction, Vt.: Chelsea Green Pub., 2008.

sp XXVIAn innovation process designed according to principles:Barlow, Zenobia , and Michael K. Stone. "Living Systems and Leadership: Cultivating

Conditions for Institutional Change." J ournal of Sustainability Education 2 (2011).

http://www.ecoliteracy.org/sites/default/files/


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Mar.6Booth Sweeney, Linda. "Teaching about Living Systems on the Farm: Remembering

What We Already Know." Farmer Based Education Association Newsletter, Spring

2009. www.lindaboothsweeney.net/pdfs/FBEA_newsletter_Spring.pdf (accessed

March 1, 2013).

Wheatley, Margaret . "The Unplanned Organization." Margaret J . Wheatley.http://www.margaretwheatley.com/articles/unplannedorganization.htmlsp XXVIIAn innovation process designed according to

principles:Bar Yam, Yaneer. "Unifying Principles in Complex Systems." In Converging

technologies for improving human performance: nanotechnology, biotechnology,

information technology and cognitive science. Dordrecht: Kluwer Academic

Publishers, 2003. 335-360.

Biggs, R., F. R. Westley, and S. R. Carpenter. 2010. Navigating the back loop: fosteringsocial innovation and transformation in ecosystem management. Ecology and

Society 15(2): 9. [online] URL: http://www.ecologyandsociety.org/vol15/ iss2/ art9/

Meike Tilebein, (2006) "A complex adaptive systems approach to efficiency andinnovation", Kybernetes, Vol. 35 Iss: 7/8, pp.1087 1099

Possibility #8Systemic innovation as a process that results in the transformationof a systemBlock, Peter. Community the structure of belonging. San Francisco: Berrett- Koehler

Publishers, 2008.

Kahane, Adam. Solving tough problems an open way of talking, listening, and creatingnew realities. San Francisco: Berrett-Koehler, 2004.

Maina , Ng'ethe, and Staci Haines. "Transformative Power of Practice." Social J usticeLeadership.https://sojustlead.org/resources/transformative-power-practice

Nilsson, Warren. "Whole person, whole system." Organization Unbound.http://organizationunbound.org/expressive-change/whole-person-whole-system/

Pedler , Mike, and J ohn Burgoyne. "Action Learning." In The SAGE handbook of actionresearch: participative inquiry and practice. 2nd ed. Los Angeles, Calif.: SAGE, 2008.319- 332.

sp XXVIIISystemic innovation as a process that results in thetransformation ofcollective mind:
https://sojustlead.org/resources/transformative-power-practicehttps://sojustlead.org/resources/transformative-power-practicehttps://sojustlead.org/resources/transformative-power-practicehttp://organizationunbound.org/expressive-change/whole-person-whole-system/http://organizationunbound.org/expressive-change/whole-person-whole-system/http://organizationunbound.org/expressive-change/whole-person-whole-system/https://sojustlead.org/resources/transformative-power-practice


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Isaacs, William. Dialogue and the art of thinking together: a pioneering approach tocommunicating in business and in life. New York: Currency, 1999.

Scharmer, Claus Otto. Theory U learning from the future as it emerges : the socialtechnology of presencing. San Francisco, Calif.: Berrett-Koehler ; 2009.

Wenger, Etienne. "Communities of Practice and Social Learning Systems."Organization 7, no. 2 (2000): 225-246.

sp XXIXSystemic innovation as a process that results in thetransformation ofcollective hear t:Block, Peter. Community the structure of belonging. San Francisco: Berrett- Koehler

Publishers, 2008.

Association for Community Health Improvement. "A five-year applied researchproject conducted by Health Forum in conjunction with Disney Corporation and

Florida Hospital." Health Forum AHA Systems Thinking for Community Improvement

(0).

http://www.communityhlth.org/communityhlth/files/ files_resource/SystemsThinking

-Mod6.pdf

Fantasia, Rick, 1988 Cultures of Solidarity. Berkeley, CA: University of Berkeley Press.sp XXXSystemic innovation as a process that results in thetransformation of

collective will:

Appreciative inquiry handbook : for leaders of change, Cooperrider, David L.Brunswick, OH : Crown Custom Publishing, Inc. ; San Francisco, CA : BK, Berrett-Koehler, 2008.

Murphy, Patrice, Celia Kirwan, and Ronald Ashkenas. "Rapid Results." In The changehandbook the definitive resource on today's best methods for engaging whole

systems. 2nd ed. San Francisco: Berrett-Koehler, 2007. 450-464.

Senge, Peter M.. The fifth discipline. 2nd ed. London: Random House Business, 2006.The Practice of Appreciative Inquiry, J ames D. Ludema and Ro

what might systemic innovation be?

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