systemic stickers unpacked

“It’s a shift” refers to the idea that the transformation of a system can be understood as a series of interconnected shifts in its behavior. Each shift represents an emerging pattern within the system, such as changes in actors and their relationships, rules and norms, values and core beliefs, or the distribution of resources.

“Multiple futures are possible” reflects the idea that while the past influences and shapes the future, the future itself remains open and co-created in a constantly evolving world. In her book “The Dao of Complexity”, Dr. Jean Boulton emphasizes that the future is shaped by actions, intentions, chance, choices, and everything that unfolds along the way. However, as "things happen and possibilities become actualities”, some alternative future possibilities inevitably become unavailable.

The question “What’s under water?” invites us to apply systemic thinking by contextualizing an issue within the broader system. Like an iceberg, where 90% remains hidden beneath the surface, complex, interconnected challenges are often rooted in invisible patterns of behavior, structures, and mental models that we hold.

“Business as usual” refers to Horizon 1 in the Three Horizons model developed by Bill Sharpe. It stands for the dominant systems and established patterns that have worked effectively for a long time but are beginning to lose their relevance in the evolving world.

The “cloud and clock” typology of problems was first mentioned by Karl Popper in 1966 in his article “Of Clouds and Clocks: An Approach to the Problem of Rationality and the Freedom of Man”. Popper refers to clocks as physical systems which are regular, orderly, and highly predictable in their behavior. Clock problems are usually self-contained and not intertwined with their broader environment. Building on Popper’s work, Robert Ricigliano introduces the complexity spectrum as a framework for designing systemic interventions, particularly in the philanthropy sector.

The “cloud and clock” typology of problems was first mentioned by Karl Popper in 1966 in his article “Of Clouds and Clocks: An Approach to the Problem of Rationality and the Freedom of Man”. Popper refers to clouds as physical systems which are highly irregular, disorderly, and more or less unpredictable. Cloud problems are usually intertwined with a broader dynamic environment. Building on Popper’s work, Robert Ricigliano introduces the complexity spectrum as a framework for designing systemic interventions, particularly in the philanthropy sector.

Interconnectedness is one of the key qualities of both human and natural systems. It refers to the idea that everything is a part of a dynamic relational web. Different elements in systems influence one another, often in non-linear and unpredictable ways. Acknowledgement of interconnectedness allows for a more holistic view at various systems and processes.

“Everything flows” invites us to embrace a process worldview, seeing the world not as a collection of static objects or fixed entities but as an interconnected web of processes, relationships, and flows. From this perspective, change is the norm, and everything is in a constant state of becoming. Dr. Jean Boulton has beautifully described this worldview in her book “The Dao of Complexity”.

The difference between natural systems and complex human systems is that we as humans bring in consciousness — the capacity for self-reflective awareness of what is going on. We also have agency — the ability to influence, change, and transform. Our intentions shape how we direct our awareness and agency, allowing for purposeful actions. Joanna Macy reflects on intrinsic organising power of intention in her book “Coming back to life”.

“Whose voice is missing?” is one of the key reflective questions within the Lewis Deep Democracy methodology. It emphasises the importance of including all voices, particularly those in the minority or on the margins, as the wisdom of the group emerges from its diversity.

“Get the beat” is the first dancing lesson listed by Donella Meadows in her article “Dancing with Systems”. It invites us to engage with the past, present, and future of complex social systems in a dynamic way while staying a humble listener and observer.

Spotting patterns is one of the core practices for systems change work. It helps to reveal rhythms, dynamics, and structures within complex social and natural systems which show up over time and at different scales. Disrupting problematic patterns or amplifying the positive ones might unlock change processes in the whole system.

“Embrace complexity” refers to the work of the same name by Dr. Jean Boulton where she talks about applying complexity science to social systems. It is an invitation to navigate with agency and grace in a dynamic, contextual, interconnected, emergent, paradoxical, and imperfect world.

“Learning is change” is a key thought of Anna Birney’s eponymous article. When we understand ourselves as a part of alive and constantly evolving world, we may recognise our learning as the course of evolution. We may pass down knowledge and accept knowledge from others, but working with change asks and invites us to lean into the paradigm that learning is change. It invites us to recognise that this will be a forever unfolding process.

The aphorism “All models are wrong but some are useful” generally attributed to the British statistician George E. P. Box is an invitation to use models as tools to understand and engage with complex systems, while being aware of their limitations and the fact that they can never fully capture the complexity of the real world.