Berkana Two Loop Model: A quick introduction to an accessible model for systems change
Emma Proud
Facilitation as a systems practice: creating spaces for people to practice doing things differently, for good | Systems innovation | Facilitation | Bioregional regeneration
Systems thinking sucks
Knots of diagrammes and jargon hold us hostage in our heads.
The concepts can be so opaque that we can't see our own world through them.
The language and ideas scare people off, or paralyse them at 'thinking' (not 'doing').
And yet, I love systems thinking
What I especially enjoy is the potential of applying it to make the world better.
Systems thinking helps us understand how the world is interconnected. That relationships shape how the world works. That different people and groups have different perspectives. And that vested interests and incentives shape behaviours.
Systems thinking reminds us that many challenges are complex. That makes change is erratic and hard to predict, so we should? experiment. Try things. Try different things, with different people. Join forces. Learn what works. Stop what doesn't. Adapt and try again.
How can we bring systems thinking to life?
A model I've been using a lot recently, to bring systems thinking to life, is the Berkana Two Loop model.
It doesn't describe complexity or systems thinking. But it does describe systems change in a way that's simple and oriented to action.
Berkana Two Loop Model
The two loop model shows a dominant system that is working well for some, but is in decline.
And an emergent system, which is gaining influence. This is the system we have a beautiful opportunity to imagine and create.
When the dominant system reaches its peak, alternatives arise. Pockets of possibility. 'Pioneers'.
To stimulate change:
When groups of pioneers form networks and communities of practice, they build relationships. Between them, they create new knowledge, ideas and practices. 'Local actions can emerge as a powerful system'.
When they share stories about this change, others have the confidence to join. The networks grow. A new system can emerge.
"In spite of popular slogans, the world doesn’t change one person at a time. It changes as people interact and work together. When local efforts connect as networks, then commit to work as a community of practice, a new system emerges at a greater level of scale." (Berkana Institute)
Roles
The model reminds us to pay attention and care to the dominant systems, during transition, to:
(I'll share some of the roles/ archetypes work I've done with this model soon).
Questions
It also encourages us to ask a few important questions:
- What would it look like and feel like??
- Where do we see this future already emerging?
- Who are the pioneers already embodying this?
- What mental models, power dynamics and incentives??
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- What do we want to compost, to nourish the emergent system??
- What is not serving, that should be left behind?
Use at multiple scales
I'm using this model with organisations, to reflect at different scales.
In the world:? To articulate the change they want to catalyse in the world
In organisations: To articulate the change needed (and possible) inside their organisation
Some things people love about it are:
- Name and celebrate pioneers in the system
- Build on what works to create change
- Change is hard, as the ‘hospice’ role reminds us?
- Talk about emotions and power: some people will lose out
- How to deep the dominant system functioning in transition
- The structures of the old system often cannot support the new one
- What needs to change?
- Systems can change through relationships
- Small things can make a big difference
The simplicity on the other side of complexity
Of course, the model is simplified.
It doesn't show the web of factors that shape systems (or create change).
In the diagramme, the dominant system becomes the emergent system. In real life, that seldom happens. And never with ease.
The dominant system often resists. An immune response kicks in to squash alternatives.
And, sometimes, the immune response fails.
Either way, something will have changed. Which, as we know from systems thinking, might be all that's needed....
Go deeper
Consultant. Speaks about Regenerative Leadership, DEI, Intercultural Dialogue. Learning Designer/trainer. IAF ??? Professional Certified Facilitator. Art of Hosting practitioner. Process- and Project Leader.
3 个月Rita Maksimtseva - this is interesting related to our conversation today. ??
Consultant. Speaks about Regenerative Leadership, DEI, Intercultural Dialogue. Learning Designer/trainer. IAF ??? Professional Certified Facilitator. Art of Hosting practitioner. Process- and Project Leader.
3 个月I have recently been pondering this model a lot, (autumn 2024) due to the current state and changes happening in the world. Thanks Emma Proud for this clear walk through. ?? ?? It is a very powerful model to use in an embodied way, laying out the model on the floor (with ropes or even branches), and then inviting a group to the floor after explaining the basics of the mode, and then let them reflect on the different stages of the model and the role they hold (or want or need to hold as the system change is happening. Kenneth Agerholm - this is the model I mentioned ??
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4 个月Time you get into dialogue with Prof. Derk Loorbach of https://drift.eur.nl/en/consultancy/ You can distill the best. Let me know whenever you are ready to discuss a specific "Sustainable Construction Ecosystem" were we have to move from dominant supplier driven market to what the (end)client needs.
Change by Design | verandermanager
4 个月Wouter Wolters
Leiderschapscoach & Organisatieadviseur bij Buro Waai | Toezichthouder | Podcasthost | Aanjager van betekenisvol leiderschap
4 个月Marloes Buist - Werkman