05288cam a2200241 i 450000500170000000800410001701000170005802000180007502000180009303500210011104000500013210000300018224501700021226000830038230000180046550528460048352015950332965000190492465000220494365000230496565000350498865000230502320171115102049.0171115s2015 xxua rb 001 0 eng d a 2015022577 a9781603585804 z9781603585811 a(OCoLC)908375619 aCo-BoUCMbspacSandra PalaciodSandra Palacio1 aStroh, David Peterd1950-10aSystems thinking for social changeba practical guide to solving complex problems, avoiding unintended consequences, and achieving lasting resultscDavid Peter Stroh aWhite River Junction (Vermont, Estados Unidos)bChelsea Green Publishingc2015 a250 páginas00tIntroduction --gPart 1.tSystems Thinking for Social Change : --g1.tWhy Good Intentions Are Not Enough --tDistinguishing Conventional from Systems Thinking --tRefining the Definition of Systems Thinking --tClosing the Loop --g2.tSystems Thinking Inside: A Catalyst for Social Change --tHow Systems Thinking Meets Four Challenges of Change --tWhen to Use Systems Thinking --tSystems Thinking for Collective Impact --tClosing the Loop --g3.tTelling Systems Stories --tStorytelling for Social Change --tShaping a Systems Story --tThe Elements of Systems Structure --tClosing the Loop --g4.tDeciphering the Plots of Systems Stories --tBasic Plot Lines --tThe Plots Thicken --tThe Stories Behind the Story --tClosing the Loop --gPart 2.tThe Four-Stage Change Process : --g5.tAn Overview of the Four-Stage Change Process --tConvening and Thinking Systemically --tThe Four-Stage Change Process --tClosing the Loop --g6.tBuilding a Foundation for Change --tEngage Key Stakeholders --tEstablish Common Ground --tBuild Collaborative Capacity --tClosing the Loop --g7.tFacing Current Reality: Building Understanding Through Systems Mapping --tEstablish Systems Interviews --tOrganize Information --tDevelop a Preliminary Systems Analysis --tHow to Balance Simplicity and Complexity --tClosing the Loop --g8.tFacing Current Reality: Building Support by Bringing the System to Life --tEngage People in Developing Their Own Analysis --tSurface Mental Models --tCreate Catalytic Conversations --tClosing the Loop --g9.tMaking an Explicit Choice --tUnderstand Payoffs to the Existing System --tCompare the Case for Change with the Case for the Status Quo --tCreate Both/and Solutions-or Make a Trade-Off --tMake an Explicit Choice --tWhat Can You Do When People Are Still Not Aligned? --tClosing the Loop --g10.tBridging the Gap --tIdentify High-Leverage Interventions --tEstablish a Process for Continuous Learning and Outreach --tHow to Integrate Multiple Interventions --tClosing the Loop --gPart 3.tShaping the Future : --g11.tSystems Thinking for Strategic Planning --tTwo Systemic Theories of Change --tOrganizing Leverage Points --tIntegrating Success Factors --tStreamlining Choices --tHow to Refine Your Systemic Theory of Change --tClosing the Loop --g12.tSystems Thinking for Evaluation --tGeneral Systemic Guidelines --tSpecific Recommendations --tTracking Success Amplification --tTracking Goal Achievement --tClosing the Loop --g13.tBecoming a Systems Thinker --tDevelop a Systems Orientation --tLearn by Doing --tAsk Systemic Questions --tClosing the Loop --gAppendix A.tVicious Cycles of Climate Change --gAppendix B.tSample Interview Questions for Specific Projects --gAppendix C.tMultiple-Archetype Diagrams --gAppendix D.tAdditional Resources. a"Donors, leaders of nonprofits, and public policy makers usually have the best of intentions to serve society and improve social conditions. But often their solutions fall far short of what they want to accomplish and what is truly needed. Moreover, the answers they propose and fund often produce the opposite of what they want over time. We end up with temporary shelters that increase homelessness, drug busts that increase drug-related crime, or food aid that increases starvation. How do these unintended consequences come about and how can we avoid them? By applying conventional thinking to complex social problems, we often perpetuate the very problems we try so hard to solve, but it is possible to think differently, and get different results. Systems Thinking for Social Change enables readers to contribute more effectively to society by helping them understand what systems thinking is and why it is so important in their work. It also gives concrete guidance on how to incorporate systems thinking in problem solving, decision making, and strategic planning without becoming a technical expert. Systems thinking leader David Stroh walks readers through techniques he has used to help people end homelessness and increase affordable housing, improve public health, strengthen public education and access to early childhood development services, protect child welfare, reform the criminal justice system, resolve identity-based conflicts, and more. The result is a highly readable, effective guide to understanding systems and using that knowledge to get the results you want"--17aCambio social 27aAdministración 27aSistemas sociales 27aCiencia xTeoría del sistema27aPolítica social