"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.
The three major variables in changemaking are energy that gets trapped in systems, the leverage needed to release this energy and a few "dynamic pathways" to channel this energy. That's the essence of my "theory of change."
Social change—whether productive or unproductive, intentional or not—moves through dynamic pathways (aka, "channels"), which connect intentions with results. The energy that drives change can come from within social systems. These systems are like 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 or from within a system.
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. One caveat: 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 in a number of ways:
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 (open only to those who have signed up for our workshops) 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.
More about Energy. The first changemaking variable is systemic energy. Changemakers “transform a stable but inherently unjust equilibrium that causes the exclusion, marginalization, or suffering of a segment of humanity and forges a new stable equilibrium that releases trapped potential or alleviates suffering and unleashes new value for society.” This is the perspective of two experts in social entrepreneurship, Roger Martin and Sally Osberg, whose work with the Skoll Foundation focuses on on large-scale systemic change and in bringing worthy hand-to-mouth efforts to scale.
A major tenet of this website is that their model is as applicable to making change across a spectrum of domains—from local to international levels—and even within the minds and hearts of individual students.
Where to find trapped potential. There is pent-up energy (aka, trapped potential) caught up in any equilibrium. In an unproductive equilibrium, where the forces of decay and entropy win out, this trapped potential is revealed through points of tension and conflict. While such an unproductive equilibrium can appear robust, it can find itself teetering at the cusp of change. In some cases, all it takes is a nudge.
A mentor who appreciates and understands how energy works in environmental systems is well positioned to apply these principles in working with youth.
You'll need to keep all this in mind when you serve as a mentor!
The three major variables in changemaking are energy that gets trapped in systems, the leverage needed to release this energy and a few "dynamic pathways" to channel this energy. That's the essence of my "theory of change."
Social change—whether productive or unproductive, intentional or not—moves through dynamic pathways (aka, "channels"), which connect intentions with results. The energy that drives change can come from within social systems. These systems are like 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 or from within a system.
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. One caveat: 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 in a number of ways:
- indirectly, by changing the situation to change behavior;
- through groups, especially in turning them into teams;
- and directly, by homing in on youth's mindsets, values and sense of belonging.
- You also may want to approach change by combining some of these approaches.
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 (open only to those who have signed up for our workshops) 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.
More about Energy. The first changemaking variable is systemic energy. Changemakers “transform a stable but inherently unjust equilibrium that causes the exclusion, marginalization, or suffering of a segment of humanity and forges a new stable equilibrium that releases trapped potential or alleviates suffering and unleashes new value for society.” This is the perspective of two experts in social entrepreneurship, Roger Martin and Sally Osberg, whose work with the Skoll Foundation focuses on on large-scale systemic change and in bringing worthy hand-to-mouth efforts to scale.
A major tenet of this website is that their model is as applicable to making change across a spectrum of domains—from local to international levels—and even within the minds and hearts of individual students.
Where to find trapped potential. There is pent-up energy (aka, trapped potential) caught up in any equilibrium. In an unproductive equilibrium, where the forces of decay and entropy win out, this trapped potential is revealed through points of tension and conflict. While such an unproductive equilibrium can appear robust, it can find itself teetering at the cusp of change. In some cases, all it takes is a nudge.
A mentor who appreciates and understands how energy works in environmental systems is well positioned to apply these principles in working with youth.
You'll need to keep all this in mind when you serve as a mentor!