Understanding and Embracing the Challenge of System Change David - - PowerPoint PPT Presentation

Understanding and Embracing the Challenge

• f System Change

David Renz, Ph.D. Midwest Center for Nonprofit Leadership Henry W. Bloch School of Management University of Missouri – Kansas City

(c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

Employ the Aikido Perspective: Leveraging Forces

• Understand the Nature and Flow of

the Force

• Embrace the Force
• Be Flexible

(c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

A Quick Refresher: The Nature of Systems

(even those not intentionally designed) A System: “A collection of parts that interact with each other to function as a whole”

• Maintain Stability and Balance
• Interconnected
• Feedback Loops
• Entropy Happens

(c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

We Live in a Multi-Organizational Shared-Power World

Source: Barbara Crosby and John Bryson, Leadership for the Common Good (San Francisco: Jossey-Bass, 2005), p. 8.

(c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

The Reality…

You’ve heard “It takes a village”? For system change initiatives, it takes a network!

(c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

Leading & Facilitating System Change

It’s a Journey …

• It Starts with Seeing the System

–Mapping to Understand the System

(c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

The UK Obesity System Map

(Foresight Study, Butland et al. 2007)

(c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

Leading & Facilitating System Change

It’s a Journey …

• It Starts with Seeing the System

–Mapping to Understand the System

• Mind-Shift: From Reacting to Co-Creating
• Bridge: Engage Across Boundaries
• Learn: Balance Advocacy and Inquiry
• Shared Leadership is Pivotal

(c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

The Five Conditions of Collective Impact (FSG)

Common Agenda All participants share a vision for change that includes a common understanding of the problem and a joint approach to solving the problem through agreed-upon actions. Shared Measurement All participating organizations agree on the ways success will be measured and reported, with a short list of common indicators identified and used for learning and improvement. Mutually Reinforcing Activities A diverse set of stakeholders, typically across sectors, coordinate a set of differentiated activities through a mutually reinforcing plan of action. Continuous Communication All players engage in frequent and structured open communication to build trust, assure mutual objectives, and create common motivation. Backbone Support An independent, funded staff dedicated to the initiative provides

• ngoing support by guiding the initiative’s vision and strategy,

supporting aligned activities, establishing shared measurement practices, building public will, advancing policy, and mobilizing resources.

(c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

• Conditions that exist at the founding of the

collaboration/network

• The formal and informal processes by which the

collaboration develops and operates

• The contingencies and constraints that exist

(including competing & colliding logics)

• The formal and informal structure and leadership

(governance) of the collaboration

Four Dimensions Affecting Effectiveness

(Bryson et al. 2015) (c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

Governance: the system & process that provides strategic leadership to the network. It includes the functions of setting direction, policy and strategy, allocating or assigning resources, and overseeing performance and ensuring accountability.

Sovereignty and control are diffused and

distributed ; no one actor is “calling the shots” (even those who think they get to -- e.g., government agencies)

Leadership is Critical in a System Change Initiative

(c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

The challenge of competing logics poses a fundamental leadership challenge in achieving system change since “actions, processes, norms and structures that are seen as legitimate from the vantage point of one institutional logic may be seen as less legitimate or even illegitimate from the perspective of another logic”

(Bryson et al., 2006:50)

A Fundamental Leadership Issue

(c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

These are Diffuse and Diverse Multi-Layered Systems

System Coordination, Research, & Monitoring Advocacy, Law & Policy Physical Infrastructure Consumer Information, Education, Communicate Direct Service to Individuals

(c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

The Typical System Includes

Formal Systems & Structures Social and Physical Environment Transmission of Behaviors & Practices

• Programs that provide

formal structure in the system, including enforcing law & policy

• Programs that address

system ecology & shape the social and physical environment & infrastructure

• Programs that play a role in

disseminating or encouraging (or discouraging) behaviors & practices that affect behaviors

(c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

The “System” Affecting Childhood Obesity

Formal Systems & Structures

[42%]

Social and Physical Environment

[75%]

Transmission of Behaviors & Practices

[63%]

• Federal & State
• Metro Regional and Multi-County
• Schools
• Professional Education
• Coalitions & Collaboratives
• Physical Environment
• Physical Infrastructure
• Social & Peer Networks
• Institutional Cultures
• Professional Culture
• Trends and Norms
• Consumer Education
• Family Behaviors & Practices
• Individual Behaviors & Practices

(c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

Five Levels of Program Intervention

Societal & Macro- Institutional Level Metropolitan Regional System Level Neighborhood & Community Level Family & Friends Level Individual Level

(c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

Socioecological system

(c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

Levels of Intervention Formal Systems & Structures Social/Physical Infrastructure and Environment Transmission of Behaviors and Practices Societal and Macro- Institutional Metropolitan Regional Systems Neighborhood and Community Family and Friends Individual

KANSAS CITY METROPOLITAN REGION CHILDHOOD OBESITY INTERVENTION SYSTEM

National Health Authorities and Policies National Trends Food Industry Policies and Practices

(c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

Levels of Intervention Formal Systems & Structures Social/Physical Infrastructure and Environment Transmission of Behaviors and Practices Societal and Macro- Institutional Metropolitan Regional Systems Neighborhood and Community Family and Friends Individual

KANSAS CITY METROPOLITAN REGION CHILDHOOD OBESITY INTERVENTION SYSTEM

National Health Authorities and Policies National Trends Food Industry Policies and Practices Institutional Norms and Practices State Health and Zoning Authorities and Policies Regional Coordination Programs Professional Norms and Practices Professional Networks Health Systems Policies and Practices

(c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

Levels of Intervention Formal Systems & Structures Social/Physical Infrastructure and Environment Transmission of Behaviors and Practices Societal and Macro- Institutional Metropolitan Regional Systems Neighborhood and Community Family and Friends Individual

KANSAS CITY METROPOLITAN REGION CHILDHOOD OBESITY INTERVENTION SYSTEM

National Health Authorities and Policies National Trends Food Industry Policies and Practices Institutional Norms and Practices State Health and Zoning Authorities and Policies Regional Coordination Programs Professional Norms and Practices Professional Networks Health Systems Policies and Practices County Health and Zoning/Planning Authorities and Policies Community Built and Physical Environments Local Trends Municipal Health and Zoning /Planning Authorities and Policies Local Schools

Levels of Intervention Formal Systems & Structures Social/Physical Infrastructure and Environment Transmission of Behaviors and Practices Societal and Macro- Institutional Metropolitan Regional Systems Neighborhood and Community Family and Friends Individual

KANSAS CITY METROPOLITAN REGION CHILDHOOD OBESITY INTERVENTION SYSTEM

National Health Authorities and Policies National Trends Food Industry Policies and Practices Institutional Norms and Practices State Health and Zoning Authorities and Policies Regional Coordination Programs Professional Norms and Practices Professional Networks Health Systems Policies and Practices County Health and Zoning/Planning Authorities and Policies Community Built and Physical Environments Local Trends Municipal Health and Zoning /Planning Authorities and Policies Food Access Providers Peer Networks Family Behaviors and Practices Local Schools Health Care Providers Early Childhood Programs and Centers Individual Behaviors and Practices

The Flow of the Process (L. David Brown)

• Focusing the current reality
• Broadening our perception
• Surface the deep assumptions
• Clarify our purpose and vision
• Create new principles to enable change
• Develop new systems processes to facilitate
• Create new structures and practices

(c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

• David Renz:

renzd@umkc.edu The Midwest Center for Nonprofit Leadership Henry W. Bloch School of Management University of Missouri – Kansas City Kansas City, Missouri USA www.mcnl.org 800-474-1170

(c) 2018 David Renz (Midwest Center for Nonprofit Leadership at UMKC)

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