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Systems Mapping for Social Change - Harvard Social Enterprise Conference (SECON) 2018

Jeff Mohr
February 10, 2018
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Systems Mapping for Social Change - Harvard Social Enterprise Conference (SECON) 2018

Jeff Mohr

February 10, 2018
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  1. Systems mapping for social change
    Tools & approaches for creating durable impact
    +

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  2. Jeff Mohr
    Cofounder & CEO, Kumu
    Advisor, The Omidyar Group
    Henning Ringholz
    Senior Executive, Small Foundation
    Visiting Scholar, MIT Legatum Center
    Harvard MPA ‘17
    Jess Ausinheiler
    HKS MCMPA18
    Jeffrey Glenn
    Harvard Chan School DrPH18
    Perspectives

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  3. “We must take care not to oversimplify an
    increasingly complex and dynamic reality.
    This is a common mistake, resulting in a great
    deal of bad conventional wisdom.”
    ~ Larry Kramer and Daniel Stid, Hewlett Foundation

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  4. “…as we have watched funders and their
    grantees struggle and often fail to reach their
    ambitious goals, we have repeatedly felt a
    nagging suspicion that the conventional tools
    of strategic philanthropy just don’t fit the
    realities of social change in a complex world.”
    ~ Strategic Philanthropy, Stanford Social Innovation Review

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  5. “Every system is perfectly designed to get the
    results it gets.”
    ~ Paul Batalden, IHI Senior Fellow

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  6. 1. Acknowledge Our Limited view

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  7. 2. Embrace Complexity, Seek Simplicity

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  8. 3. Make Assumptions & Mental Models Explicit

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  9. VS.
    VS.
    VS
    4. Look for Patterns, Not Problems

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  10. 5. Pay attention to Unintended Consequences

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  11. Sugary-sweetened drinks banned
    from a school
    Childhood obesity rate over last 30
    years; movement from urban to rural
    Unsafe neighborhoods and lack of
    open space leading to less exercise
    Freedom of choice vs. school’s job to
    prevent unhealthy choices

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  12. Systems Thinking Warm Up
    Turn to a partner and share a complex
    challenge you’re working on. Then use
    the iceberg model and brainstorm 1-2
    examples of:
    • Events
    • Patterns
    • Structures/Mental models

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  13. kumu.io
    A powerful web-
    based platform
    for mapping
    systems and
    networks.
    Free for public
    and classroom
    use.

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  14. Remember…The map is not the destination

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  15. Complex Market Systems
    Require New Approaches
    Henning Ringholz

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  16. Financing
    Provides seeds
    Buys produce
    Extension service
    Provides seeds
    Buys produce
    Extension service
    Innovation & support
    Linkages, mentoring, metrics
    Mobile platform
    Tillage and other services
    Finance providers Insurance providers
    Export

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  17. Affordable Housing &
    Transportation
    Jess Ausinheiler

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  18. Stakeholders in need of
    access to a thriving
    community & quality of life
    Access to
    meaningful
    Education
    Access to
    Q Housing Access to
    Living
    Wage Jobs
    Access to Q
    Health care
    Access to
    healthy food
    Access to
    Transportation
    Access to safe
    neighorhoods
    Existing Community's
    ability to preserve or
    improve their status
    Stable/
    increasing
    housing prices
    Access to
    elected
    decision
    makers
    Information &
    awareness re:
    proposed
    development
    Ability to
    organize /
    political power
    Civic leadership's ability to
    ensure community, self
    &/or business interest
    Understanding
    of the Public
    interest
    Broad & deep
    knowledge
    (systems level)
    Q of
    Leadership
    Independence
    of action
    Independent
    funding
    Independent
    from politics
    Diversity of
    thought/
    representation
    Market Rate developers ability
    to provide a profitable quantity
    & quality of market-rate housing
    Costs
    Land Construction
    Labor
    Mtls
    Process
    costs
    Process Time/
    Uncertainty
    Fees
    Financing
    costs
    Interim
    Long-
    term
    Regulations
    Revenue
    # units
    Interest
    rates
    Availability
    of capital
    Revenue
    per unit
    Total
    Unit
    Cost
    Existing
    Market
    value
    Expected
    rate of
    return
    Profit
    Firm's
    IRR
    Firm's
    Brand
    Foundations' ability
    to fulfill their mission
    Sustain /
    increase
    asset base
    Build
    brand
    Quality of
    knowledge
    Quality of
    decision making
    Local, State & Federal government's
    ability to design & cause delivery of an
    "ideal" community (thru funding &
    regulating) in line with the interest &
    support of the Public
    Q of
    decision
    making
    Policy setting ability
    of Administrative
    Officials
    Ability to define &
    design an ideal
    community/ project
    Q&Q of Deep
    Knowledge
    Ability to
    execute
    NGO Advocates ability to
    work well on funding streams,
    regulation, and compliance
    Ability to lobby
    individual decision
    makers
    Ability to
    mobilize
    constituents
    Ability to
    litigate
    Adjacent service providers
    ability to ensure affordable,
    integrated quality of life
    services
    Total demand
    for IQOL
    services
    Total capacity
    for IQOL
    services
    Available
    funding for
    IQOL services
    Availability of
    Multilayer
    capital
    Availability
    of Subsidies
    Availability
    of LIH Tax
    credits
    Quality of
    AH brand
    Housing
    supply
    Rental
    supply
    Ownership
    supply
    Fluidity
    of job
    location
    Availability
    of Jobs
    Availability
    of workers
    Power of the
    American
    Dream
    Access to
    recreation
    Physically
    safe
    Environ-
    mentally
    safe
    Access to
    Health
    Access to
    Community
    Access to the
    Economy
    Consultants,
    lawyers,
    lobbyists
    EIR
    Mitigation
    Inspection
    delays &
    rework
    -
    -
    Wages
    -
    -
    AH developers ability to provide financially
    sustainable below market rate Q&Q housing
    with access to integrated quality of life
    services that add value to the Community
    Access to Public &
    Private Capital
    AH developer
    fees
    Access
    to IQOL
    Services
    AH development
    costs
    MR developer
    costs
    -
    -
    Fee/
    project
    Availability of
    competitive
    investments
    Housing
    price
    Housing
    demand
    Rental
    demand
    Ownership
    demand
    Ownership
    Affordability
    Relative
    Income
    Ownership
    costs
    -
    -
    Minimum
    wage
    -
    -
    -
    Housing
    population
    Household/
    family size
    -
    -
    Availibility of
    capital
    Construction
    capital
    Mortgage
    capital
    Financial institutions ability to
    generate highly competitive
    IRR while complying
    Market
    share
    Institution
    Brand
    Compliance
    (CRA)
    Operational
    efficiency
    Scale
    Access to
    investment capital
    Rate of
    return
    Ability to
    mitigate
    risk
    Q of investment
    decision
    making
    Competitive
    pressure
    -
    -
    -
    Ability to
    ensure
    compliance
    Q & Q
    of Staff
    -
    Leadership ability
    of Elected
    Officials
    Q&Q of
    Broad
    Knowledge
    Ability to
    ensure
    Public
    Interest
    Ability to
    gain
    Public
    Support
    -
    Population
    growth
    Net
    Immigration

    -
    Openness
    to Outside
    Expertise
    Renter/
    Owner
    Subsidies
    Non-fluidity
    of housing
    ownership
    Purchasing
    costs
    -
    Q of
    Location
    Density
    -
    Purchase
    price
    Other
    ownership
    costs
    Q of
    Development
    Design
    Economies
    of scale
    -
    Impact/
    dollar
    spent
    Q&Q of Staff/
    People
    available
    funding
    to design & cause delivery of an "ideal"
    community (thru funding & regulating) in line
    with the interest & support of the Public>
    sustainable below market rate Q&Q
    housing with access to integrated quality of
    life services that add value to the
    Community>
    Income>
    per unit>
    ensure
    compliance>
    Union
    wages
    Potential impact of
    Advocacy strategy
    e.g., Rent control, inclusionary
    zoning, development capital,
    inclusionary zoning, rental
    assistance, etc.
    AH
    eligible
    land
    AH
    processing
    time
    Q of MR
    Organizational
    Capacity -
    -
    Equity
    capital
    Access
    to capital
    The Community's ability to
    ensure XX% of the AH Population
    equitable access to a thriving
    quality of life by 20XX
    Rental
    assistance
    -
    Q of AH
    Organizational
    Capacity
    (CRA)>
    -
    AH
    Financing
    costs
    Constraints on
    Development
    -
    Asset/ Income
    disparity
    -
    Community
    Participation in
    Project Design
    Legend
    Reinfocing relationship
    Opposing relationship
    Q = Quality
    b
    b
    -
    Delay over time b
    Q&Q = Quality & Quantity
    NGO's
    Foundations
    Government
    AH Developers
    Market Rate Developers
    Housing Market
    Financial Institutions
    AH Population
    Civic Leaders
    litigate>
    Mortgage
    deduction Renter
    protections
    -
    IQOL = Integrated Quality of Life
    Participation in Project
    Design>
    Influence of
    Special Interest
    Lobbying
    - -
    Q of Government
    organizational
    capacity
    Government
    Silos
    -
    Government's
    access to
    capital
    -
    competitive
    investments>
    - -
    Zoning
    associated
    costs
    Q of AH
    Culture
    Q of AH
    Information
    Systems
    Q&Q AH
    Staff
    Q of MR
    Culture
    Q of MR
    Information
    Systems
    Q&Q of
    MR Staff
    -
    AH developers
    ability to provide ....
    Ability to
    Collaborate
    Tax credits>
    Organizational
    Capacity>
    Subsidies>
    Available
    Land>
    Risk
    allocation
    Q&Q of
    Ongoing Public
    Engagment
    zoning, development capital,
    inclusionary zoning, rental
    assistance, etc.>
    ability to fulfill
    their mission>
    -
    Compatability
    between regional,
    local & national
    regulations
    Q of AH
    Development
    Community
    Feedback
    Q of CL
    decision
    making
    decision
    making>
    Strategic
    consideration
    Founder &
    Board intent
    Community
    Foundation
    Positioning
    Resources
    available to
    leverage
    Competition for
    Resources
    -
    Q of Evaluation (&
    Communication of
    Impact)
    -
    Political
    power
    Access to
    Affordable
    Energy
    Degree of
    Inclusion
    Q&Q of Staff &
    Support Services
    Ability to
    Elect
    Qualified
    Candidates
    Ability to influence
    the Political
    System
    influence the
    Political System>
    Proximity
    Ability to generate &
    communicate compelling
    facts/ data/ political frames
    e.g., Seniors,
    Veterans, Healthcare,
    Environmental &
    others
    Property
    taxes
    Bldg code
    & regs Inclusionary
    government's ability to design &
    cause delivery of an "ideal"
    community...>
    government's ability to design &
    cause delivery of an "ideal"
    community...>
    Definition of
    Access to
    IQOL
    AH Developer
    Costs
    -
    Cash
    Deferred
    # of
    Deals
    Sustainable
    Operations
    Project
    Quality
    Rate of
    interest -
    Transparency
    -
    Housing
    Industry
    -
    Silos
    -
    -
    Copied here with permission from Housing California.

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  19. A systems thinking approach to
    global governance for NTDs
    Jeffrey Glenn

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  20. http://bit.ly/2C4Pizs

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  21. Humanity United: Addressing
    forced labor in corporate
    supply chains
    Jeff Mohr

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  22. New Strategy Built
    With Four Key
    Pillars Tools for
    corporations
    Investor
    awareness
    Brand and
    reputational risk
    Corporate legal
    accountability

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  23. Free Course Available on +Acumen

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  24. 1
    Pick your frame

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  25. What forces account for the current levels of human slavery in
    corporate supply chains?
    Why have we been unable to meet the needs of Syrian refugee
    children?

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  26. Tips for framing questions
    Focus people on describing the system as it currently exists
    Turn your challenge or goal into a collective inquiry
    Don’t embed solutions or hypotheses
    Right-size the elevation (not overly broad or overly specific)
    Avoid abstract or fuzzy language
    Don’t relinquish to experts

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  27. What forces account for the current level of _______?
    Despite our best intentions, why have we been unable to _______?

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  28. 2
    Enablers & inhibitors

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  29. Enablers Inhibitors

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  30. Refugees' commitment to helping/
    volunteering
    Skilled educators in host countries
    Positive coordination among NGOs
    NGO experience & capacity to carry
    out
    programs
    Growing media attention on the
    issue
    Huge and growing number of
    refugees
    Restrictions around refugee
    employment
    Not enough financial support / donor
    fatigue
    Poverty
    Overcrowded classrooms
    Safety
    Trauma

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  31. Enablers Inhibitors
    Behaviors
    Policies
    Beliefs

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  32. Behaviors the actions people take
    (processes and skills of key people)

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  33. Behaviors the actions people take
    (processes and skills of key people)
    EXAMPLE
    positive coordination among NGOs

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  34. Policies rules and structures
    (systems, institutions, rule of law)

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  35. Policies rules and structures
    (systems, institutions, rule of law)
    EXAMPLE
    restrictions around refugee
    employment

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  36. Beliefs what people think and value
    (attitudes, norms, views of other groups)

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  37. Beliefs what people think and value
    (attitudes, norms, views of other groups)
    EXAMPLE
    refugees' commitment to helping/
    volunteering

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  38. Your turn
    Brainstorm as many enablers and inhibitors you can think of
    for your topic
    Sort each enabler and inhibitor as primarily related to a
    belief, behavior or policy
    Fill in any gaps where you don’t have at least one belief,
    behavior, or policy
    8 min

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  39. 3
    Upstream / downstream

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  40. FACTOR
    Upstream
    causes
    Downstream
    effects

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  41. OVERCROWDED
    CLASSROOMS
    huge influx of Syrian refugees
    overstretched systems
    poor education quality
    resentment by host communities

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  42. 4
    Build loops

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  43. Your turn
    Pick a theme that has come up in your exercises and try to
    draw a loop
    Start at one factor and add connections and factors until you
    end up back where you started
    Take a stab at whether the loop is reinforcing or balancing
    8 min

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  44. The Full Process

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  45. REMEMBER
    Map what is, not what you want to happen
    Hold your map (and strategy) lightly
    Pay attention to the quality of your curiosity
    Move to action quickly and test your hypotheses
    Don’t conflate good intentions with impact

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  46. Interested in learning more?
    Kumu System Mapping Platform (https://kumu.io)
    +Acumen Systems Practice Course (https://www.plusacumen.org/
    courses/systems-practice)
    Humanity United Performance Report (https://
    humanityunited.org/performancereport2016/)
    The Systems Thinker (https://thesystemsthinker.org)

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  47. “Changemakers are people who can see the
    patterns around them, identify the problems
    in any situation, figure out ways to solve the
    problem, organize fluid teams, lead collective
    action and then continually adapt as
    situations change.”
    ~ Bill Drayton & David Brooks

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  48. Thank you
    jeff@kumu.io
    @kumupowered
    https://kumu.io
    +

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