OUR THEORY OF CHANGE
"There is nothing more practical than a good theory.”
Kurt Lewin
Kurt Lewin
Change is the process of going from what is to whatever comes next. Positive change is the process of going from what is to what’s better. Social change—whether productive or unproductive, intentional or not—moves through connectors—cause and effect pathways that link intentions with results.
Approaching Change. You can approach change indirectly (by changing the situation to change behavior), through groups (especially in turning them into teams) and/or directly (by addressing students’ mindsets, values and sense of belonging). You also may want to approach change by combining some of these approaches.
You can approach change indirectly (by changing the situation to change behavior), through groups (especially in turning them into teams) and/or directly (by addressing students’ mindsets, values and sense of belonging). You also may want to approach change by combining some of these approaches.
Social change—whether productive or unproductive, intentional or not—moves through dynamic pathways (aka, "channels"), which are cause and effect pathways that connect intentions with results. The energy that drives change can come from within social systems, which are contests of opposing forces that arrive, over time, at a state of equilibrium. The energy that drives change can be introduced into the systems from without. And the energy that drives change can come both from within and from without.
To bring about positive change there needs to be a catalyst that gets introduced into a system (usually an unproductive “equilibrium”). Such a system has found itself in a stand-off between the “restraining forces” (i.e., those maintaining the status quo) and the “driving forces” (i.e., those for changing the status quo) to release and redirect pent-up energy through the most open channels. This is leverage, which involves enlisting the right amount of force at the right time in the right channel.
While an unproductive system may appear to be stable, it can sit at the cusp of change, and when change occurs, it can be rapid and extensive. Thus, we need to turn to both scientific research and our own life experiences to be sure to keep in mind that restraining forces in a system merit greater scrutiny than the driving forces.
The Power of a Nudge. Leverage is anything that can be used to influence, lift or lighten the process of change. In our parlance, it can take the form of a catalyst that infuses the right dynamic pathways with the right force at the right time and place whether it is in situations, groups or individuals. Even leverage as small as a nudge can change the course of subsequent events.
A key take away from the stories of social entrepreneurs (go to the Storyteller's Exchange) is that a change agent can take many forms. A change agent is not only an individual, however heroic and innovative; groups can be change agents, as can social situations themselves. When it comes to social change, an agent—whether and individual, group or situation—channels energy by leveraging the right amount of it—both from within a system and adding it from without.
And always keep in mind that restraining forces in a system (for the status quo) merit greater scrutiny than the driving forces (for change).
Approaching Change. You can approach change indirectly (by changing the situation to change behavior), through groups (especially in turning them into teams) and/or directly (by addressing students’ mindsets, values and sense of belonging). You also may want to approach change by combining some of these approaches.
You can approach change indirectly (by changing the situation to change behavior), through groups (especially in turning them into teams) and/or directly (by addressing students’ mindsets, values and sense of belonging). You also may want to approach change by combining some of these approaches.
Social change—whether productive or unproductive, intentional or not—moves through dynamic pathways (aka, "channels"), which are cause and effect pathways that connect intentions with results. The energy that drives change can come from within social systems, which are contests of opposing forces that arrive, over time, at a state of equilibrium. The energy that drives change can be introduced into the systems from without. And the energy that drives change can come both from within and from without.
To bring about positive change there needs to be a catalyst that gets introduced into a system (usually an unproductive “equilibrium”). Such a system has found itself in a stand-off between the “restraining forces” (i.e., those maintaining the status quo) and the “driving forces” (i.e., those for changing the status quo) to release and redirect pent-up energy through the most open channels. This is leverage, which involves enlisting the right amount of force at the right time in the right channel.
While an unproductive system may appear to be stable, it can sit at the cusp of change, and when change occurs, it can be rapid and extensive. Thus, we need to turn to both scientific research and our own life experiences to be sure to keep in mind that restraining forces in a system merit greater scrutiny than the driving forces.
The Power of a Nudge. Leverage is anything that can be used to influence, lift or lighten the process of change. In our parlance, it can take the form of a catalyst that infuses the right dynamic pathways with the right force at the right time and place whether it is in situations, groups or individuals. Even leverage as small as a nudge can change the course of subsequent events.
A key take away from the stories of social entrepreneurs (go to the Storyteller's Exchange) is that a change agent can take many forms. A change agent is not only an individual, however heroic and innovative; groups can be change agents, as can social situations themselves. When it comes to social change, an agent—whether and individual, group or situation—channels energy by leveraging the right amount of it—both from within a system and adding it from without.
And always keep in mind that restraining forces in a system (for the status quo) merit greater scrutiny than the driving forces (for change).