Donors, leaders of nonprofits, and public policy makers usually have the
best of intentions to serve society and improve social conditions. But
often their solutions fall far short of what they want to accomplish and
what is truly needed. Moreover, the answers they propose and fund often
produce the opposite of what they want over time. We end up with
temporary shelters that increase homelessness, drug busts that increase
drug-related crime, or food aid that increases starvation.


How do these unintended consequences come about and how can we avoid
them? By applying conventional thinking to complex social problems, we
often perpetuate the very problems we try so hard to solve, but it is
possible to think differently, and get different results.

Systems Thinking for Social Change
enables readers to contribute more effectively to society by helping
them understand what systems thinking is and why it is so important in
their work. It also gives concrete guidance on how to incorporate
systems thinking in problem solving, decision making, and strategic
planning without becoming a technical expert.

Systems
thinking leader David Stroh walks readers through techniques he has used
to help people improve their efforts to end homelessness, improve
public health, strengthen education, design a system for early childhood
development, protect child welfare, develop rural economies, facilitate
the reentry of formerly incarcerated people into society, resolve
identity-based conflicts, and more. 

The result is a highly
readable, effective guide to understanding systems and using that
knowledge to get the results you want.

Contents
Introduction --

Part 1. Systems Thinking for Social Change : --

1. Why Good Intentions Are Not Enough --

Distinguishing Conventional from Systems Thinking --

Refining the Definition of Systems Thinking --

Closing the Loop --

2. Systems Thinking Inside: A Catalyst for Social Change --

How Systems Thinking Meets Four Challenges of Change --

When to Use Systems Thinking --

Systems Thinking for Collective Impact --

Closing the Loop --

3. Telling Systems Stories --

Storytelling for Social Change --

Shaping a Systems Story --

The Elements of Systems Structure --

Closing the Loop --

4. Deciphering the Plots of Systems Stories --

Basic Plot Lines --

The Plots Thicken --

The Stories Behind the Story --

Closing the Loop --

Part 2. The Four-Stage Change Process : --

5. An Overview of the Four-Stage Change Process --

Convening and Thinking Systemically --

The Four-Stage Change Process --

Closing the Loop --

6. Building a Foundation for Change --

Engage Key Stakeholders --

Establish Common Ground --

Build Collaborative Capacity --

Closing the Loop --

7. Facing Current Reality: Building Understanding Through Systems Mapping --

Establish Systems Interviews --

Organize Information --

Develop a Preliminary Systems Analysis --

How to Balance Simplicity and Complexity --

Closing the Loop --

8. Facing Current Reality: Building Support by Bringing the System to Life --

Engage People in Developing Their Own Analysis --

Surface Mental Models --

Create Catalytic Conversations --

Closing the Loop --

9. Making an Explicit Choice --

Understand Payoffs to the Existing System --

Compare the Case for Change with the Case for the Status Quo --

Create Both/and Solutions-or Make a Trade-Off --

Make an Explicit Choice --

What Can You Do When People Are Still Not Aligned? --

Closing the Loop --

10. Bridging the Gap --

Identify High-Leverage Interventions --

Establish a Process for Continuous Learning and Outreach --

How to Integrate Multiple Interventions --

Closing the Loop --

Part 3. Shaping the Future : --

11. Systems Thinking for Strategic Planning --

Two Systemic Theories of Change --

Organizing Leverage Points --

Integrating Success Factors --

Streamlining Choices --

How to Refine Your Systemic Theory of Change --

Closing the Loop --

12. Systems Thinking for Evaluation --

General Systemic Guidelines --

Specific Recommendations --

Tracking Success Amplification --

Tracking Goal Achievement --

Closing the Loop --

13. Becoming a Systems Thinker --

Develop a Systems Orientation --

Learn by Doing --

Ask Systemic Questions --

Closing the Loop --

Appendix A. Vicious Cycles of Climate Change --

Appendix B. Sample Interview Questions for Specific Projects --

Appendix C. Multiple-Archetype Diagrams --

Appendix D. Additional Resources.