What Might Systemic Innovation Be?

An Exploratory Essay

Daniel Miller March 2012

This paper was originally published on systemnovation.com.

systemnovation.com is a site of investigation and ideation of systemic innovation. Its content includes exploratory and secondary research, creative conjectures, learning resources and attempts to synthesize the disconnected. Its purpose is to help social innovators and change makers better understand and enact what is needed 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 whatever formart you choose. Even modify it for your own purposes or rewrite it in your own vision. Do whatever is necessary to spread the ideas within. Please also attribute the author You can contact Daniel Miller by e-mail: daniel@systemnovation.com

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Introduction
This 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 Innovation

This 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 Innovation have 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 (Presencing Institute 2012) The Social Innovation Generation in Canada fosters social innovation defined as routines, resource and authority flows or beliefs of any social system (e.g. (Social Innovation Generation 2013). 1

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What Might Systemic Innovation Be? Part 1 Reos Partners, a social innovation consultancy with partners on four continents and work on six, Innovation in Complex 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 Definitions

At 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 the strategy 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 2

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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 if they are similar enough to another definition that their differences do not make a difference in practice.

Possibilities, sub-possibilities and their types

This essay attempts to animate the multiple-definition by providing 17 possibilities and 52 subThere 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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What Might Systemic Innovation Be? Part 1 structure. They seek to describe and make accessible to practitioners the how of implementing a systemic innovation process. Possibilities #9attributed to social innovations with certain qualities. They focus on different systemic understandings of an innovation s integration and interrelationship with(in) systems. Possibilities #13each differentiated according to different ways of measuring the degree or significance of change.

Each of the possibilities are made up of 3variations 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 Structure

of 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 subpossibility. 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-possibilities is forthcoming. For now, a list of the definitions/names of each possibility and subpossibility is provided following this introduction, which doubles as a table of contents.

End of the Beginning

Systemic 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 4

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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 help them 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, Daniel@systemnovation.com

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What Might Systemic Innovation Be? Part 1

List of the Names/Definitions of the 17 Possibilities and 52 Sub-Possibilities

Possibility #1: A 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 to create systemic change. sp III: A set/combination of solutions/catalysts/ initiatives simultaneously implemented at 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 phenomena sp V: Social technology built around human systems phenomena sp VI: Social technology built around institutional systems phenomena sp VII: Social technology built around grounded-bounded systems phenomena Possibility #3: Innovation created by a system (Page 10) sp VIII: Innovation created by ecosystem-innovation sp IX: Innovation created by a innovation-ecosystem sp X: Innovation created by a social innovation system sp 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 system sp XIII: A solution that is an socio-technical system sp XIV: A solution that is a social-capital system sp XV: A solution that is a socio-ecological system Possibility #5: A multi-stage innovation process actively involving a whole system (Page 13) sp XVI: A multi-stage innovation process actively involving a whole system-as-a-user sp XVII: A multi-stage innovation process actively involving a whole system-as-acollaborator sp XVIII: A multi-stage innovation process actively involving a whole system-as-aleader sp XIX: A multi-stage innovation process actively involving a whole system-as-a-host Possibility #6: An Organizational Systems Thinking Problem Solving Process Applied to Broader Social Systems (Page 15) sp XX: plied to broader social systems sp XXI: tems sp XXII: Critical Systems Heuristics applied to broader social systems sp XXIII: plied to broader social systems 6

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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 t sp XXVI: An innovation process designed according sp XXVII: An innovation process designed according Possibility #8: Possibility #8 Systemic innovation as a process that results in the transformation of a system (Page 19) sp XXVIII: Systemic innovation as a process that results in the transformation of collective mind sp XXIX: Systemic innovation as a process that results in the transformation of collective heart sp XXX: Systemic innovation as a process that results in the transformation of collective will sp XXXI: Systemic innovation as a process that results in the simultaneous transformation of mind, heart and will

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What Might Systemic Innovation Be? Part 1

Part 1
It might be...
Possibility#1: A solution/catalyst/initiative designed and implemented to

create systemic change

/catalyst/initiative idea, 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 system as 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 systemic change) to be considered:
sp I Solutions/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 a leverage point. sp II Solutions/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 III Sets/ combinations of solutions/catalysts simultaneously implemented at

multiple 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. 8

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Possibility#2: Social technology built around systems phenomena

W. 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 technological innovations 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 wholesystem-multi-stakeholder-teams, facilitated dia oriented scenario-planning (Kahane 2012a, 20). systems systems Four types of systems phenomena around which Possiblity#2 systemic innovations could be built:
sp IV General systems phenomena based on the theory, modeling and observation

from complexity science, living systems theory and system dynamics. sp V Human systems phenomena based on theory, experimentation and observation of group dynamics and group psychology sp VI Institutional systems phenomena based on understandings of human institutions, cultures and social structures sp VII Grounded-bounded systems phenomena based on knowledge and experience grounded 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: Innovation created by a system

Here, 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 something more 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 functions of a system include Four ways that systems might create Possibility#3 innovations:
sp VIII Ecosystem innovation

properties or

business, government, and civil society from manipulation and confrontation to dialogue and cosp IX Innovation 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 X Social innovation systems

address 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 XI Dynamic group innovation systems: Organizational processes that greatly

enhance 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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What Might Systemic Innovation Be? Part 1

Possibility#4: A solution that is itself a system

To 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 public education 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 of entire systems. Note: While these are all examples of large systems, Possibility#4 could describe the creation of systems of any size and scope. A novel neighbourhood composting initiative, new multi-institution-city-wide support structures for people 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 XII Institutional systems made up of policies and regulations, organizational

structures, incentives and disincentives, norms and cultures and enacting individuals. Example: the education system. sp XIII Socio-technical systems lements, including technology, regulations, user practices and markets, cultural meanings, infrastructure, maintenance networks and and Green 2004, 3). Example: the automobile based system of land transport. sp XIV Social-capital systems of individuals, groups, communities and localized organizations 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 XV Socio-ecological systems made up of human decisions, institutions, cultures and economies 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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whole system

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Possibility#5: A multi-stage innovation process actively involving a

Innovation can be described as a four stage and nine sub-stage process (Mulgan 2006):

Generating Ideas
Understanding Needs

Testing Ideas In Practice

Developing

Innovation Diffusion

Continued Evolution

Assessing

Learning

Prototyping Identifying Potential Solutions

Scaling Up Piloting

Evolving

Each stage of this process could be done by involving the insights, ideas, skillful contribution, leadership or responsibility for execution of a whole system. helping large groups make 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/sharing practices 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.

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What Might Systemic Innovation Be? Part 1 There are four depths of active involvement and ownership that a system could have through each stage of the Possibility#5 process:
sp XVI System-as-a-user: Innovators not representative of the whole system involve

the whole system the way designers of new products and services do: consulting widely to understand needs and realities, bouncing ideas off of people across the system, testing prototypes in the system, etc. sp XVII System-as-a-collaborator: Facilitators and leaders give whole systems (or groups 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 XVIII System-as-a-leader: Whole systems (or groups of stakeholders representing all parts of a system) initiate and ensure successful completion of all aspects of the process. sp XIX System-as-a-host: Whole systems (or groups of stakeholders representing all parts of a system) catalyze, facilita or one of their own sub-systems) participation or leadership of an innovation process.

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Process Applied to Broader Social Systems

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Possibility#6: An Organizational Systems Thinking Problem Solving

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 common functions. 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 change management 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 within organizations, 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 processes that, if synthesized with other social change practice, could enable Possibility#6 innovation: (Ackoff 1999) guides an organization to re-describe (in systemic terms) the problems and opportunities it faces, completely reimagine 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). (Checkland 2010) facilitates continual action-learning on situations/problems that matter to a group. perceived problem/situation from all relevant worldviews, constructing the models 15

sp XX

sp XXI

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What Might Systemic Innovation Be? Part 1 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 Snyder conflict 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 XXIII Flood (Flood 1995) allows practitioners to choose (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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principles

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Possibility#7: An innovation process designed according to systems

Innovation rarely proceeds in such a linear fashion as depicted in Possibility#5. ubject to changes of many sorts 1987, pg 275). In other words, the process of innovation behaves likes a system. It can be useful to think of innovation as a process the way Ackoff thinks of directed 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 the system 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 that influence 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 or norms 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 of Possibility#7 processes:
sp XXIV

. For example, take the notion that the structure at maintained by continuous exchange of

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What Might Systemic Innovation Be? Part 1 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. . Example: t delivered 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. 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. . 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.

sp XXV

sp XXVI

sp XXVII

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Possibility#8: A process that generates the transformation of a system

The 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 the innovation 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 in the 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 problems develops 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 explicit setting 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#8 innovation processes:
sp XXVIII Transformation of collective mind: that is, tra

(i.e. , organization s, 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 XXIX Transformation of collective heart: that is, transformation of the way people

within a system relate to one another, understand each other, share

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What Might Systemic Innovation Be? Part 1 [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 XXX Transformation of collective will

work 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 XXXI Simultaneous transformation of mind, heart and will framing 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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(accessed February 20, 2013).

March 6, 2013.YouTube. http://www.youtube.com/watch?v=HcFivihOp_E Flood, Robert L.. "Total Systems Intervention (TSI): a Reconstitution." The Journal of the Operational Research Society 46, no. 2 (1995): 174-191. 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. 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%20REAMP%20Case%20Study.pdf (accessed February 17, 2013). Hassan, Zaid, and Adam Kahane. "The U-Process: A Social Technology for Addressing Highly Complex Challenges." Generon Consulting (2005). http://www.generonconsulting.com/publications/papers/pdfs/UProcess_Social_Technology.pdf (accessed February 25, 2013). Hassan, Zaid. "Laboratories For Social Change." Reos Partners (2007). http://reospartners.com/sites/default/files/labs_for_social_change_3_4.pdf (accessed February 27, 2013). Huddart, Stephen. "Renewing the Future: Social Innovation Systems, Sector Shift, and Innoweave." Technology Innovation Management Review July (2012). http://timreview.ca/sites/default/files/article_PDF/Huddart_TIMReview_July2012_2.pdf (accessed March 5, 2013). Holman, Peggy, Tom Devane, and Steven Cady. The change handbook the definitive resource on today's best methods for engaging whole systems. 2nd ed. San Francisco: Berrett-Koehler, 2007.

Isaacs, William. Dialogue and the art of thinking together: a pioneering approach to communicating in business and in life. New York: Currency, 1999. Kahane, Adam. Transformative scenario planning: working together to change the future. San Francisco: Berrett-Koehler Publishers, 2012. Kahane, Adam. "Transformative scenario planning: changing the future by exploring alternatives." Strategy & Leadership 40, no. 5 (2012): 19-23. 22

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Kimball, Lisa. "Liberating Structures A New Pattern Language for Engagement." OD Practitioner 43, no. 3 (2011): 8-11. Kline, Stephen J., and Nathan Rosenberg. "An Overview of Innovation." In The Positive sum strategy: harnessing technology for economic growth. Washington, D.C.: National Academy Press, 1986. 275-305. Leadbeater, Charlie. "The Systems Innovator: Why Successful Innovation Goes Beyond Products." NESTA Systems Innovation Discussion Paper (2013): 25-54. http://www.nesta.org.uk/library/documents/Systemsinnovationv8.pdf (accessed February 1, 2013). Meadows, Donella. "Leverage Points: Places to Intervene in a System." Sustainability Institute - (1999). http://www.sustainer.org/pubs/Leverage_Points.pdf (accessed January 28, 2013). Meadows, Donella H., and Diana Wright. Thinking in systems: a primer. White River Junction, Vt.: Chelsea Green Pub., 2008. Mulgan, Geoff. "The Process of Social Innovation." innovations Spring 2006 (2006). http://www.policyinnovations.org/ideas/policy_library/data/TheProcessofSocialInnovation/ _res/id=sa_File1/INNOV0102_p145-162_mulgan.pdf (accessed January 26, 2013). Mulgan, Geoff. "Joined Up Innovation." Nesta, Systems Innovation Discussion Paper (2013): 5-24. www.nesta.org.uk/library/documents/Systemsinnovationv8.pdf (accessed February 27, 2013). Murphy, Patrice, Celia Kirwan, and Ronald Ashkenas. "Rapid Results." In The change

handbook the definitive resource on today's best methods for engaging whole systems.
2nd ed. San Francisco: Berrett-Koehler, 2007. 450-464. Narberhaus, Michael. "Effective change strategies for the Great Transition: Five leverage points for civil society organisations." Smart CSOs - (2012). https://docs.google.com/a/smartcsos.org/file/d/0BwGm3b7QiZf3NjdmMGZiOGQtMWEwZi00MjA2LWIwZmYtMDU2NjgzNzI2 Y2Y3/edit?hl=en&pli=1 (accessed March 6, 2013). "Our Story." Presencing Institute. 2012. http://www.presencing.com/node/119 (accessed March 6, 2013). Owen, Harrison. "Open Space Technology." In The change handbook the definitive resource on today's best methods for engaging whole systems. 2nd ed. San Francisco: BerrettKoehler, 2007. 135-148. Ramage, Magnus, and Karen Shipp. Systems thinkers. Dordrecht: Springer, 2009. 23

Mar. 6

What Might Systemic Innovation Be? Part 1

Online. www.americanscientist.org/bookshelf/pub/an-interview-with-w-brian-arthur (accessed February 23, 2013). Scharmer, 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 Deep Innovation Through Moving from Egosystem to Ecosystem Awareness ." (2010). www.ottoscharmer.com/docs/articles/2010_DeepInnovation_Tianjin.pdf (accessed February 11, 2013). 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. Social Innovation Generation (SiG). "Social Innovation Primer." Social Innovation Generation (SiG). http://sigeneration.ca/primer.html (accessed February 1, 2013). "Social technology." Wikipedia, the free encyclopedia. http://en.wikipedia.org/wiki/Social_technology (accessed February 27, 2013). "Systemic Social Innovation." Social Innovation Europe. October 5, 2012. http://www.socialinnovationeurope.eu/magazine/context/reviews/systemic-socialinnovation (accessed March 6, 2013). Ulrich, Werner. "A Mini-Primer of Critical Systems Heuristics." Werner Ulrich's Home Page. http://wulrich.com/csh.html (accessed February 14, 2013). 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 (accessed February 17, 2013). Wenger, Etienne, Richard A. McDermott, and William Snyder. Cultivating communities of practice: a guide to managing knowledge. Boston, Mass.: Harvard Business School Press, 2002. Westley, Frances, Sean Goebey, and Kirsten Robinson. "Change Lab/Design Lab for Social Innovation." - Waterloo Institute of Social Innovation and Resilience (2012). http://sig.uwaterloo.ca/sites/default/files/documents/Paper_FINAL_Lab%20for%20Social %20Innovation.pdf (accessed February 26, 2013). Wheatley, Margaret, and Deborah Frieze. "Using Emergence to Take Social Innovations to 24

Part 1 2013

Scale." Margaret J. Wheatley. http://www.margaretwheatley.com/articles/emergence.html (accessed February 27, 2013).

Chicago formatting by BibMe.org.

25

Mar. 6

What Might Systemic Innovation Be? Part 1

Bibliography For Further Reading On And Development Of The Sub-Possibilities In Part 1 Possibility #1 A solution/catalyst/initiative designed and implemented to create
systemic change

Social Innovation Generation (SiG). "Social Innovation Primer." Social Innovation

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

sp I A solution/catalysts/initiative that targets

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

to create

"Human Centered Design Toolkit - 2nd Editiion." HCD Connect ideo.org (0). Meadows, Donella. "Leverage Points: Places to Intervene in a System." Sustainability
Institute (1999). http://www.sustainer.org/pubs/Leverage_Points.pdf

Plattner, Hasso. "bootcamp bootleg." d.school - (2010).

http://dschool.stanford.edu/wpcontent/uploads/2011/03/BootcampBootleg2010v2SLIM.pdf

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

Waddell, Steve, Verna Allee, Jim Ritchie-Dunham, and Luz Maria Puente. "Strategic
Mapping and Visual Diagnostics for Scaling Change." iScale - (2009). http://networkingaction.net/wp-content/uploads/files/MappingMethodologies.doc

sp II A solution/catalyst/ initiative composed of parts from old/current systems

to create systemic change.

Davies, Anna , Geoff Mulgan, Will Norman, Louise Pulford , Robert Patrick , and Julie
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, John , and Mark Kramer. "Collective Impact." Stanford Social Innovation
Review Winter (2011). http://www.ssireview.org/images/articles/2011_WI_Feature_Kania.pdf

Krebs, Valdis , and June Holley. "Building Smart Communities through Network
Weaving." Acenet - (2006). http://www.orgnet.com/BuildingNetworks.pdf (accessed January 28, 2013).

26

Part 1 2013

Lisa K. Gundry, Jill R. Kickul, Mark D. Griffiths, Sophie C. Bacq, (2011) "Creating Social
Change 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 III A set/combination of solutions/catalysts/ initiatives simultaneously

implemented at multiple parts of a system to create systemic change.

Mulgan, Geoff. "Joined 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 , Jeffrey D Sachs , Ben Nemser , Marie-Andre Somers , Lucy McClellan , Cheryl A Palm1 , Uyen Kim Huynh, Yanis Ben-Amor, Belay Begashaw, and John 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." Water
Aid Malawi - (2009). http://blogs.ewb.ca/africanprograms/files/2010/08/WPMonitoring-in-MachingaFinal-Report-Sep-2009.pdf

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

Possibility #2 Social technology built around systems phenomena

W. Brian Arthur, The Nature of Technology
Scientist Online. www.americanscientist.org/bookshelf/pub/an-interview-with-wbrian-arthur (accessed February 23, 2013).

Kahane, Adam. Transformative scenario planning: working together to change the

future. San Francisco: Berrett-Koehler Publishers, 2012.

sp IV Social technology built around general systems phenomena

Ramalingam , Ben, and Harry Jones. "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/odiassets/publications-opinion-files/833.pdf 27

Mar. 6

What Might Systemic Innovation Be? Part 1

Capra, 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 River
Junction, Vt.: Chelsea Green Pub., 2008.

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

sp V Social technology built around human systems phenomena

Hassan, 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/Sixor-Seven-Axioms-of-Social-Change_MargaretMead.pdf (accessed March 1, 2013).

n group dynamics: II. channels of group life; social planning

Quade, Kristine. "The Traditional Meets The Emergent: The Modernization of TGroups ." Human Systems Dynamics Institute - (2007). http://www.hsdinstitute.org/learn-more/library/articles/Traditional-MeetsEmergent.pdf

Westley, Frances, Sean Goebey, and Kirsten Robinson. "Change Lab/Design Lab for
Social 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 VI Social technology built around institutional systems phenomena

Edwards, Bob; John 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, Jay W.. "Counterintuitive behavior of social systems." Theory and Decision
2, no. 2 (1971): 109-140.

Gandhi, M. K.. "Chapter XVI Bruteforce." Hind Swaraj or Indian Home Rule Navajivan
Trust (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 Human

Development." oxfam GB Oxfam Research Reports (2007). http://policy-

28

Part 1 2013

practice.oxfam.org.uk/publications/how-change-happens-interdisciplinaryperspectives-for-human-development-112539

Scott, James C.. Seeing like a state: how certain schemes to improve the human
condition have failed. New Haven: Yale University Press, 1998.

sp VII Social technology built around grounded-bounded systems phenomena

Clinical 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 Justice Research, Kathy Charmaz, page 359, in
The Sage handbook of qualitative research, Denzin, Norman K. Thousand Oaks, Calif. : Sage, c2011

Laws, Kevin , and Robert McLeod. "Case study and grounded theory: Sharing some
alternative qualitative research methodologies with systems professionals." System Dynamics 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. New
York: BasicBooks, 1983.

Ulrich, W. (2005). A mini-primer of boundary critique. Rev. version of "Boundary

critique," 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 October 2005.

Possibility #3 Innovation created by a system

Ackoff, 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 Social

Innovations to Scale." Margaret J. Wheatley. www.margaretwheatley.com/articles/emergence.html

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

sp VIII Innovation created by ecosystem-innovation:

Hassan, Zaid. "Connecting to Source: The U-Process." The Systems Thinker 17, no. 7
(2006): 2-7. 29

Mar. 6

What Might Systemic Innovation Be? Part 1

Scharmer, 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 Deep
Innovation Through Moving from Egosystem to Ecosystem Awareness ." (2010). www.ottoscharmer.com/docs/articles/2010_DeepInnovation_Tianjin.pdf (accessed February 11, 2013).

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

sp IX Innovation created by a innovation-ecosystem:

Carayannis, Elias G., David F. J. Campbell (20
Toward a 21st Century Fractal Innovation Ecosystem. International Journal 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 in

quadruple 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-innovationapproach-and-its-relevanc.html

sp X Innovation 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 July (2012). http://timreview.ca/sites/default/files/article_PDF/Huddart_TIMReview_July2012_2. pdf (accessed March 5, 2013).

"Innoweave | About Innoweave." Innoweave | Practical Tools for Social Innovation.

http://www.innoweave.ca/en/about

sp XI Innovation created by a dynamic group innovation system :

30

Part 1 2013

Hassan, Zaid. "Laboratories For Social Change." Reos Partners (2007).

http://reospartners.com/sites/default/files/labs_for_social_change_3_4.pdf (accessed February 27, 2013).

Kimball, Lisa. "Liberating Structures A New Pattern Language for Engagement." OD

Practitioner 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 for
Social 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 #4 A solution that is itself a system

Alvord, 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: Plenum
Press, 1996. Source4B- IDEO on designing systems

Leadbeater, Charlie. "The Systems Innovator: Why Successful Innovation Goes

Beyond Products." NESTA Systems Innovation Discussion Paper (2013): 25-54. http://www.nesta.org.uk/library/documents/Systemsinnovationv8.pdf (accessed February 1, 2013).

Mulgan, Geoff. "Joined Up Innovation." Nesta, Systems Innovation Discussion Paper

(2013): 5-24. www.nesta.org.uk/library/documents/Systemsinnovationv8.pdf (accessed February 27, 2013).

sp XII A solution that is an institutional system:

Boyer, Bryan, Justin W. Cook, and Marco Steinberg. "Recipes for Systemic Change."
Helsinki Design Lab - (2012). http://www.helsinkidesignlab.org/peoplepods/themes/hdl/downloads/In_StudioRecipes_for_Systemic_Change.pdf

Child, J, Lua, Y. & Terence, T. 2007. Institutional Entrepreneurship in Building an

Environmental Protection System for the Peop Studies, 28(7): 1013-1034. 31

Mar. 6

What Might Systemic Innovation Be? Part 1

Leca , Bernard , Julie 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: Reembedding Economic Life in the Context of De-Growth." Resilience. http://www.resilience.org/stories/2012-12-20/system-innovation-and-a-newgreat-transformation-re-embedding-economic-life-in-the-context-of-de-growth

sp XIII A solution that is an socio-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. 118.

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: A

prescriptive, complexity-based governance framework. Governance 23: 161 183.

Schot, Johan, and Frank W. Geels. "Strategic niche management and sustainable
innovation journeys: theory, findings, research agenda, and policy." Technology Analysis & Strategic Management 20, no. 5 (2008): 537-554.

sp XIVA solution that is a social-capital system:

McKnight, John, 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 Builders
Seeking Social Change." Network Impact - (2006). http://networkimpact.org/downloads/NetGainsHandbookVersion1.pdf

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

sp XV A solution that is a socio-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 32

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Olsson, Per , Carl Folke, And Fikret Berkes. "Adaptive Comanagement For Building
Resilience 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 2750. doi:10.1017/S0020859010000489.

Possibility #5 A multi-stage innovation process actively involving a whole system

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.

Brown, Juanita, Ken Homer, and David Isaacs Cady. "The World Cafe." In The Change
Handbook: 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 definitive
resource 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 January 26, 2013).

Owen, Harrison. "Open Space Technology." In The change handbook the definitive
resource on today's best methods for engaging whole systems. 2nd ed. San Francisco: Berrett-Koehler, 2007. 135-148.

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

Barnes, Marian, Chris Skelcher, Hanne Beirens, Robert Dalziel, Stephen Jeffares ,
and Lynne Wilson. "Designing citizen-centred governance." Joseph Rowntree Foundation - (2008). http://www.jrf.org.uk/system/files/2205-governance-citizensengagement.pdf

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

Connelly, Caitlin. "Multi-Stakeholder Decision-Making." United Nations Development

Program (2012). 33

Mar. 6

What Might Systemic Innovation Be? Part 1 http://www.undp.org/content/dam/undp/library/Environment%20and%20Energy/Cl imate%20Strategies/Multi-stakeholder%20Decision-Making_Sept%202012.pdf

Taborga, Jorge . "Design Thinking and Conscious Evolution." Rethinking Complexity.

http://www.rethinkingcomplexity.com/posts/06-04-12/design-thinking-andconscious-evolution

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

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 Civil
Society, OECD Public Governance Reviews, OECD Publishing. http://dx.doi.org/10.1787/9789264118843-en

Prahalad, C.K., and Venkat Ramaswamy. "Co-creation experiences: The next practice
in value creation." Journal of Interactive Marketing 18, no. 3 (2004): 5-14.

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

Hippel, Eric von. "Horizontal innovation networks

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

by and for users." Industrial and

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 into
communities daring to live the future now. San Francisco: Berrett-Koehler Publishers, 2011.

sp XIX A multi-stage innovation process actively involving a whole system-as-ahost:

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-goresoriginal-management-model 34

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Is." ShapeShift. http://shapeshiftstrategies.wordpress.com/2012/06/24/californiahere-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-learnfrom-google-ideo-and-pixar

Possibility#6 An Organizational Systems Thinking Problem Solving Process Applied

to Broader Social Systems

Ramage, 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 the
21st 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 (accessed February 20, 2013).

Senge, Peter M.. "Convening: 'Get the System in the Room'." In The necessary
revolution: 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 John 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 communities

of practice: a guide to managing knowledge. Boston, Mass.: Harvard Business School Press, 2002.

Wenger, Etienne . "Learning for a small planet: a research agenda." Learning

Histories - (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 35

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What Might Systemic Innovation Be? Part 1

sp XXII
Policy Press, 2007.

applied to broader social systems:

Burns, Danny. Systemic action research: a strategy for whole system change. Bristol: Cammarota, J., & Fine, M. (Eds.). (2008). Revolutionizing Education: Youth
Participatory Action Research in Motion. New York, NY: Routledge Taylor & Francis Group.

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Page. http://wulrich.com/csh.html

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ECOSENSUS project website The Open University, Milton Keynes, UK, no. 14 October 2005 (2005). http:// wulrich.com/downloads/ulrich_2005f.pdf

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applied to broader social systems:

Flood, Robert L.. "Total Systems Intervention (TSI): a Reconstitution." The Journal of
the Operational Research Society 46, no. 2 (1995): 174-191.

Grant, Heather MacLeod. "Transformer: How to build a network to change a system

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West Sussex, England: J. Wiley, 2003.

Possibility#7 An innovation process designed according to systems principles

Ackoff, 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 of
form for invitation, gathering, harvest and wise action." Chris Corrigan Facilitation Resources - (0). http://chriscorrigan.com/parkinglot/?page_id=958

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Kline, Stephen J., and Nathan Rosenberg. "An Overview of Innovation." In The
Positive sum strategy: harnessing technology for economic growth. Washington, D.C.: National Academy Press, 1986. 275-305.

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For Social Innovation - (2010). http://s.socialinnovation.ca/files/Conditions%20for%20SI%20Emergence%20%20Surman%202010.pdf

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principles:

Bertalanffy, Ludwig von. General System Theory: foundations, development,

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

Dubrovsky, Vitaly . "Toward System Principles: General System Theory and the
Alternative Approach." Systems Research and Behavioral Science 21 (2004): 109122.

Kast , Fremont E., and James E. Rosenzweig. "General Systems Theory: Applications
for Organization and Management." The Academy of Management Journal 15, no. 4 (1972): 447-465.

sp XXV An innovation process designed according to

principles:

Chen, Po Chia. "Dynamics and architectures of innovation systems." Massachusetts

Institute of Technology. Engineering Systems Division. Thesis (S.M. in Engineering and Management)--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 River
Junction, Vt.: Chelsea Green Pub., 2008.

sp XXVI An innovation process designed according to

principles:

Barlow, Zenobia , and Michael K. Stone. "Living Systems and Leadership: Cultivating
Conditions for Institutional Change." Journal of Sustainability Education 2 (2011). http://www.ecoliteracy.org/sites/default/files/

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Booth 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). http://www.margaretwheatley.com/articles/unplannedorganization.html

Wheatley, Margaret . "The Unplanned Organization." Margaret J. Wheatley.

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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: fostering
social 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 and
innovation", Kybernetes, Vol. 35 Iss: 7/8, pp.1087 1099

Possibility #8 Systemic innovation as a process that results in the transformation

of a system

Block, Peter. Community the structure of belonging. San Francisco: Berrett-Koehler

Publishers, 2008.

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

Maina , Ng'ethe, and Staci Haines. "Transformative Power of Practice." Social Justice
Leadership. 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 John Burgoyne. "Action Learning." In The SAGE handbook of action
research: participative inquiry and practice. 2nd ed. Los Angeles, Calif.: SAGE, 2008. 319-332.

sp XXVIII Systemic innovation as a process that results in the transformation of

collective mind:

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

Scharmer, Claus Otto. Theory U learning from the future as it emerges : the social
technology 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 XXIX Systemic innovation as a process that results in the transformation of

collective heart:

Block, Peter. Community the structure of belonging. San Francisco: Berrett-Koehler

Publishers, 2008.

Association for Community Health Improvement. "A five-year applied research

project 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.

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collective will:

Appreciative inquiry handbook : for leaders of change, Cooperrider, David L.

Brunswick, OH : Crown Custom Publishing, Inc. ; San Francisco, CA : BK, BerrettKoehler, 2008.

Murphy, Patrice, Celia Kirwan, and Ronald Ashkenas. "Rapid Results." In The change
handbook 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, James D. Ludema and Ronald E. Fry, in The
Sage handbook of action research : participative inquiry and practice, Reason, Peter. Los Angeles ; London : SAGE, 2008. pg 280

sp XXXI Systemic innovation as a process that results in the simultaneous

transformation of mind, heart and will:

Hassan, Zaid, and Adam Kahane. "The U-Process: A Social Technology for
Addressing Highly Complex Challenges." Generon Consulting (2005). 39

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What Might Systemic Innovation Be? Part 1 http://www.generonconsulting.com/publications/papers/pdfs/UProcess_Social_Technology.pdf (accessed February 25, 2013).

Kahane, Adam. Transformative scenario planning: working together to change the

future. San Francisco: Berrett-Koehler Publishers, 2012.

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

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