Systems Thinking for Organisational Transformation Course

Systems Thinking for Organisational Transformation

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WHAT THIS COURSE OFFERS

Systems Thinking for Practice: Diagnosing Patterns and Shifting Conditions
1. Systems Are Built
  1. What Do We Blame First?
  2. Seeing the System Behind the Symptoms
  3. Systems Thinking Explained: How Patterns Persist
  4. Making Systems Thinking Practical: Boundaries, Patterns, Power
  5. Name What’s Really Going On
  6. Reflective Journal Prompt
  7. Making Power Visible
  8. Establishing Boundaries
  9. Patterns and Systems Change
2. Reading The System Through Power
  1. Power Is a System Feature: Decisions and Gatekeeping
  2. Why Power Matters In Systems Thinking
  3. VIDEO - Power Makes Systems Real
  4. Power Mapping for Practitioners: What to Notice, What to Protect
  5. The Hidden Forces Behind Organisational Behaviour
  6. Reflective Journal Prompt
  7. Seeing Power, Tracing Patterns
3. Boundary Setting: Choosing a Unit of Change
  1. Setting Boundaries That Lead to Action
  2. Defining the Unit of Change
  3. VIDEO: The Boundary Move: Big Enough to Explain, Small Enough to Change
  4. Boundary Setting as a Practical Discipline
  5. Three Anchors for a Workable Boundary
  6. Why boundaries are also power decisions
4. Purpose as Behaviour: What the System Optimises For
  1. Submodule Overview
  2. The Purpose the System Defends
  3. Reading (1200 words)
  4. Exercise
  5. Reflective Journal Prompt
  6. Wrap-Up + Next Lesson Teaser
5. Emergence & Pattern Spotting: From Events to Structures
  1. Submodule Overview
  2. Stop Treating Symptoms: See the Structure
  3. Reading (1200 words)
  4. Exercise
  5. Reflective Journal Prompt
  6. Wrap-Up + Next Lesson Teaser
Why Change Efforts Stall: Feedback, Friction, and Organisational Pushback
1. Why Fixes Fail: Feedback Loops, Delays, and Unintended Effects
  1. Why Sensible Actions Often Produce Familiar Problems
  2. VIDEO
  3. Seeing the Pattern Beneath the Failed Fix
  4. Spot the Loop: Why the Fix Backfires
  5. Using Loops and Delays to Think More Systemically
  6. From Repeating Patterns to Smarter Intervention
2. Control, Compliance, and Workarounds
  1. When More Control Creates More Friction
  2. VIDEO
  3. Why Organisations Create the Workarounds They Say They Do Not Want
  4. When Compliance Creates Workarounds
  5. Designing Accountability That Works in the Real System
  6. Seeing the System Behind the Rule
3. When Pressure Distorts Learning
  1. Why Organisations Struggle to Learn Under Strain
  2. Why Pressure Changes What the System Can Learn
  3. How Pressure Narrows What an Organisation Can Know
  4. Spot the Distortion: When Pressure Changes Learning
  5. Designing Conditions for More Honest and Useful Learning
  6. Learning as a System Condition, Not Just a Good Intention
4. The Cost of Friction: Rework, Delay, and Organisational Drag
  1. Why Work Gets Heavier Even When Everyone Is Trying
  2. Why Friction Is a Systems Problem
  3. How Friction Builds Inside Organisational Systems
  4. Find the Friction: Rework, Delay, and Drag in Practice
  5. Reducing Drag Without Shifting the Burden Elsewhere
  6. From Everyday Drag to Deeper System Defence
Finding Leverage: Designing Interventions That Shift Conditions
1. From Symptoms to Conditions: Choosing Leverage Under Real Constraints
  1. Where to Intervene When You Cannot Change Everything
  2. Why Leverage Matters More Than Another Fix
  3. Why Acting on Symptoms So Often Fails
  4. Choosing Leverage: From Visible Problems to System Conditions
  5. How to Choose Leverage Without Overpromising Change
  6. Choosing Change That Reaches Beneath the Surface
2. Decision Rights, Information Flow, and Incentives
  1. Three Conditions That Quietly Shape Organisational Behaviour
  2. Why These Three Conditions Matter So Much
  3. How Decision Rights, Information Flow, and Incentives Produce Organisational Patterns
  4. Spot the Condition Beneath the Pattern
  5. Using These Conditions as Leverage Points for Change
  6. From Structural Conditions to Small, Testable Change
3. Designing Safe-to-Try Pilots
  1. Testing Change Without Pretending You Control the Whole System
  2. Why Small, Safe Tests Matter in Systems Change
  3. Why Systems Thinking Favours Pilots Over Premature Scale
  4. Which Pilot Is Safe to Try?
  5. How to Design a Pilot That Produces Real Learning
  6. From Testing Change to Designing It More Justly
4. Equity-Centred Intervention Design
  1. Designing Change That Reduces Strain Rather Than Relocating It
  2. Why Good Intentions Are Not Enough in Systems Change
  3. Why Systems Change Must Pay Attention to Where Harm Travels
  4. Who Carries the Cost?
  5. How to Design Interventions That Reduce Harm More Fairly
  6. Leverage That Holds Ethically, Not Just Operationally
5. Tracking Signals That Are Hard to Fake
  1. Knowing Whether Change Is Really Taking Hold
  2. Why the Wrong Indicators Can Mislead You
  3. Why Surface Improvement Is Not Always System Change
  4. Which Signal Tells You More?
  5. Building a Tracking Approach That Supports Honest Learning
  6. Watching for What the System Cannot Easily Perform
Making Change Stick: Learning, Adaptation, and Systems Stewardship
1. From Intervention to Practice: Embedding New Ways of Working
  1. Why Good Changes Fade Unless the System Can Hold Them
  2. Why Implementation Is Never the End of the Story
  3. Why Change Often Looks Adopted Before It Is Embedded
  4. Adopted or Embedded?
  5. What Helps a Useful Change Become Ordinary
  6. When a Change Starts to Belong to the System
2. Learning Loops for Teams and Leadership
  1. How Organisations Learn Fast Enough to Keep Change Alive
  2. Why Change Fades Without Learning Loops
  3. Why Learning Loops Matter in a Living System
  4. Where Is the Learning Loop Breaking?
  5. Designing Learning Loops That Actually Influence Change
  6. Keeping Change Responsive Instead of Fixed
3. Psychological Safety, Voice, and Honest Adaptation
  1. What Makes It Possible to Tell the Truth While Change Is Unfolding
  2. Why Change Cannot Adapt Without Honest Feedback
  3. Why People Often Know More Than the System Can Hear
  4. What Is the System Making Safer to Say?
  5. Designing Conditions for More Honest Adaptation
  6. When the System Can Hear More of What Is True
4. Stewarding Change Across Power Differences
  1. Holding Change When People Do Not Stand in the System Equally
  2. Why Stewardship Matters When Power Is Uneven
  3. Why Change Needs Stewardship, Not Just Sponsorship
  4. What Is Stewardship Missing?
  5. Practising Stewardship Without Recentralising Control
  6. Holding Change With More Accountability and Less Illusion
5. Review, Adapt, Repeat: Building a Living Systems Practice
  1. How Change Stays Alive After the Initial Push
  2. Why Systems Change Needs a Rhythm, Not Just a Launch
  3. Why Change Needs Ongoing Review to Stay Real
  4. What Should Be Reviewed, Adapted, or Repeated?
  5. How to Build a Review-and-Adapt Rhythm That Can Last
  6. Keeping Change in Motion Without Letting It Drift
Power is part of the system
1. Formal vs Informal Power in NGOs/INGOs
  1. Submodule Overview
  2. Power Is a System Feature, Not a Personality Test
  3. Reading
  4. Exercise
  5. Reflective Journal Prompt
  6. Wrap-Up + Next Lesson Teaser
2. Gatekeeping + “Whose Outcomes Count?”
  1. Submodule Overview
  2. Gatekeeping Isn’t Always Loud, but It’s Always Consequential
  3. Reading (1200 words)
  4. Exercise
  5. Reflective Journal Prompt
  6. Wrap-Up + Next Lesson Teaser
3. Power Mapping + Stakeholder Heat Maps
  1. Submodule Overview
  2. Influence Is Not Impact: Map Both
  3. Reading (1200 words)
  4. Exercise
  5. Reflective Journal Prompt
  6. Wrap-Up + Next Lesson Teaser
4. Designing Safe Influence Routes
  1. Submodule Overview
  2. Safe Participation Is a Duty-of-Care Design Choice
  3. Reading (1200 words)
  4. Exercise
  5. Reflective Journal Prompt
  6. Wrap-Up + Next Lesson Teaser
Feedback Loops & the Myth of Linear Change
1. Reinforcing vs Balancing Loops in Organisational Life
  1. Submodule Overview
  2. Two Loop Types You’ll See Everywhere
  3. Reading (1200 words)
  4. Exercise
  5. Reflective Journal Prompt
  6. Wrap-Up + Next Lesson Teaser
2. Delays + Side Effects: Why “Fixes” Backfire
  1. Submodule Overview
  2. Delays: The Reason Good Fixes Fail
  3. Reading (1200 words)
  4. Exercise
  5. Reflective Journal Prompt
  6. Wrap-Up + Next Lesson Teaser
3. CLDs with Equity Variables: Voice, Safety, Access
  1. Submodule Overview
  2. Make the Hidden Drivers Visible: Add Voice, Safety, Access
  3. Reading (1200 words)
  4. Exercise
  5. Reflective Journal Prompt
  6. Wrap-Up + Next Lesson Teaser
4. Testing a Loop + Choosing Where to Intervene
  1. Submodule Overview
  2. Don’t Act on a Beautiful Map: Test It
  3. Reading (1200 words)
  4. Exercise
  5. Reflective Journal Prompt
  6. Wrap-Up + Next Lesson Teaser
Leverage Points for Equity-Centred Transformation
1. Symptoms vs Conditions: What Leverage Really Means
  1. Submodule Overview
  2. Leverage Isn’t Effort. It’s Position.
  3. Reading (1200 words)
  4. Exercise
  5. Reflective Journal Prompt
  6. Wrap-Up + Next Lesson Teaser
2. Shifting Rules, Relationships, and Information Flows
  1. Submodule Overview
  2. Three High-Leverage Levers You Can Actually Touch
  3. Reading (1200 words)
  4. Exercise
  5. Reflective Journal Prompt
  6. Wrap-Up + Next Lesson Teaser
3. Equity Impact Check: Who Benefits, Who Pays, What Safeguards
  1. Submodule Overview
  2. Don’t Pilot Harm: Run the Equity Check First
  3. Reading (1200 words)
  4. Exercise
  5. Reflective Journal Prompt
  6. Wrap-Up + Next Lesson Teaser
4. 30-Day Systems Action Plan: Pilot, Signals, Review
  1. Submodule Overview
  2. A 30-Day Pilot That Protects Capacity and Dignity
  3. Reading (1200 words)
  4. Exercise
  5. Reflective Journal Prompt
  6. Wrap-Up + Next Lesson Teaser

Systems Thinking for Organisational Transformation

XXX

WHAT THIS COURSE OFFERS

Systems Thinking for Practice: Diagnosing Patterns and Shifting Conditions

Systems Are Built

Reading The System Through Power

Boundary Setting: Choosing a Unit of Change

Purpose as Behaviour: What the System Optimises For

Emergence & Pattern Spotting: From Events to Structures

Why Change Efforts Stall: Feedback, Friction, and Organisational Pushback

Why Fixes Fail: Feedback Loops, Delays, and Unintended Effects

Control, Compliance, and Workarounds

When Pressure Distorts Learning

The Cost of Friction: Rework, Delay, and Organisational Drag

Finding Leverage: Designing Interventions That Shift Conditions

From Symptoms to Conditions: Choosing Leverage Under Real Constraints

Decision Rights, Information Flow, and Incentives

Designing Safe-to-Try Pilots

Equity-Centred Intervention Design

Tracking Signals That Are Hard to Fake

Making Change Stick: Learning, Adaptation, and Systems Stewardship

From Intervention to Practice: Embedding New Ways of Working

Learning Loops for Teams and Leadership

Psychological Safety, Voice, and Honest Adaptation

Stewarding Change Across Power Differences

Review, Adapt, Repeat: Building a Living Systems Practice

Power is part of the system

Formal vs Informal Power in NGOs/INGOs

Gatekeeping + “Whose Outcomes Count?”

Power Mapping + Stakeholder Heat Maps

Designing Safe Influence Routes

Feedback Loops & the Myth of Linear Change

Reinforcing vs Balancing Loops in Organisational Life

Delays + Side Effects: Why “Fixes” Backfire

CLDs with Equity Variables: Voice, Safety, Access

Testing a Loop + Choosing Where to Intervene

Leverage Points for Equity-Centred Transformation

Symptoms vs Conditions: What Leverage Really Means

Shifting Rules, Relationships, and Information Flows

Equity Impact Check: Who Benefits, Who Pays, What Safeguards

30-Day Systems Action Plan: Pilot, Signals, Review

WHO IS THIS COURSE FOR

MODULE OVERVIEW

WHAT YOU WILL GAIN

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