Change for the Audacious

Chapter 1: Transforming Our Approach to Change A large change is needed in the way we approach change, if we are to successfully address modern challenges. This rethink comprises two core elements. One is to approach change in terms of a new field of knowledge, action, tools, strategy, and methods. This is referred to as Large Systems Change. The second element approaches change as a challenge to emerging societal change systems. Chapter 2: Large Systems Change as Transformation and Complexity There are different types of change, and there is power in the language that distinguishes between them. Similarly, creating distinctions between simple-complicated-complex-chaotic challenges fosters a better understanding of various dynamics in change processes. The "complex adaptive systems" concept provides another important framework for developing effective action. Chapter 3: Five Cases of Large Systems Change Work Cases are presented: Sokkai Gaki International on human revolution, Germany's transformation to sustainable energy, South Africa's move from apartheid, US marriage equality (same sex marriage), and environmental change to the anthropocene and human evolution. Chapter 4: Large Systems Change Pathways Large systems change is an emergent process, in contrast to deliberative. A valuable way to operationalize such a process is through theories of change. Collectively these form pathways to transformation. Chapter 5: Large Systems Change Strategies Societal change systems comprise four distinct meta-strategies. Transformational change efforts always involve all four, but change facilitators tend to focus on just one. Understanding how the strategies interact and when to use each one greatly enhances the impact of any action. Chapter 6: Creating Societal Change Systems The collective strategies of initiatives addressing any change issue generate form societal change systems for that issue. These systems are all around us. This chapter presents the idea that these change systems can be developed with three approaches: societal learning and change, the systemic change matrix and social movements. Chapter 7: Organizing Change Initiatives Historic organizing approaches cannot adequately address today's transformation change challenges, nor develop powerful societal change systems. In response to this gap, we are seeing the emergence of organizational innovations. Three are presented here: social (innovation) labs, communities of practice, and action networks. Collectively, these approaches power the emergence of societal change systems. Chapter 8: Growing Collective Action Three of these approaches are presented here, that focus on different development challenges. The Collective Leadership Compass emphasizes the dynamics of group formation to develop powerful collective leadership. The Systemic Change Process Map uses system dynamics mapping to describe the way key activities and tools interact as a system. Analysis of the development of Action Networks provides insight into on-going development processes and structures to realize breadth as well as depth. Chapter 9: Applying the Appropriate Tools There are an overwhelming number of tools to support large systems change analysis and organizing events. Which methods and tools are appropriate for use at what times in the transformation process? How should they be used? This chapter aims to address these questions. Chapter 10: Stewarding the Change Yourself The real-life experiences of change agents can provide invaluable guidance to support you in your large systems change and societal change system development work. Five key qualities of successful change agents and four roles are discussed in this chapter. Chapter 11: Summary Lessons Reflection is key to large systems change. Therefore, summary lessons are presented in the form of questions to ask yourself on your pathways toward large systems change through societal change systems.