Systems mapping as a tool for social change
Systems mapping is one of the most powerful tools in the toolbox of every systems thinker. Systems maps can be as simple or as detailed as we want; they can be quickly sketched out on a piece of paper or fancy software can be used to create them. But what is a systems map and why do we need it?
Essentially, a systems map is a visual representation of the key elements in a system and how these elements interrelate. Every systems map has boundaries, elements and connections and it should be based on research and multi-stakeholder participatory input. Systems maps help you understand the system(s) in which your problem lies and guide you to identify the leverage points where you should intervene in order to re-design the system so as to produce the desired outcomes. Leverage is a phenomenon whereby a relatively small effort results in outsized impact. When one exploits areas of leverage in a system by affecting key dynamics, this can result in wider ripple effects that ultimately help the system to change itself. If you want to find out more about leverage points, your first stop should be Donella Meadows’ article “Leverage Points: Places to Intervene in a System”.
One big misconception is that systems are broken and we need to fix them. In fact, systems are simply operating in the way they were designed to. Therefore, if we want them to stop producing a particular negative outcome, we need to focus our attention on redesigning some of the dynamics in the system (the feedback loops which form it) which are driving those outcomes. Systems maps help you see these dynamics and the consequences of a ‘design decision’ in a system.
At ReImagined Futures we see great value in systems mapping and use it as a tool in our client work. An example of a systems map we recently completed is this Food System Map which explores the forces which account for the linearity (non-circularity), social and economic unfairness of the food system and attempts to find leverage points within the system on which interventions and innovation should focus.
The map is organized around the seven stages of the food system, each indicated with a colour as shown in the legend. For visual simplicity, the colours are broadly representative of the stages as many of the elements fall in more than one stage.
Once we completed the map, we were able to analyse it and create a leverage hypothesis to help our client focus its efforts on high impact areas. In order to identify the leverage points, we followed the Systems Practice approach by the Omidyar Group and answered the following questions:
- Where is the system frozen? Look for areas where system behaviour is deeply entrenched and unlikely to change in the near future.
- Where is there pent-up energy for change? Look for areas where energy is disrupting the status quo or trying to reorganize and cause new patterns to emerge.
- Which areas are a mixed bag (places with both good and bad elements)? Look for areas that could swing either positive or negative.
- Where areas seem like bright spots? Look for areas where positive change is happening already.
- Where are we seeing ripple effects? Look for strong factors and dynamics which have the potential to affect many other factors or dynamics downstream.
To see which leverage points we identified and to zoom in on the map, please click here.
We are really excited about the potential of systems mapping for social change. We believe a systems map can help you better to understand the wicked problem you want to work on and thereby define a high impact strategy. We would love to help you with all of this, please get in touch!
