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ECLIPS Annual MeetingNovember 6, 2011

Deepening Understanding and Application of Systems Concepts and

Development of ECLIPS

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Design Evaluation

Collect Data

Shape Practice

Make Meaning

from Data

Traditional Evaluation Framework

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System-Oriented Evaluation Framework

Design Evaluation

CollectData

Shape Practice

Make Meaning from

Data

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Example of Phases of Evaluation

Collect Data

MakeMeaning from

Data

Design Evaluation

Shape Practice

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ZIPPER

Z = Zooming in and out of evaluand and its environment.

I = Interconnecting the parts

P = Plunging into paradigms, structures, processes, conditions

P = Perceiving patterns

E = Envisioning energy

R = Recognizing results

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What is a System?

A system is an interconnected set of elements that is coherently organized in a way that achieves something.

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close to certainty

far from certainty

far

from

ag

reem

ent

clos

e to

ag

reem

ent

Ag

reem

ent

C O N T E X T

Certainty

Dynamics of a Social System

Unorganized     dynamics

(random unpatterned

seemingly chaotic)

Self-organizing dynamics     (emerging patterns     coherent but not predictable)

Organized  dynamics

    (predictable    orderly controlled)

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Systems Levers(Illustrating Visibility and Depth)

Events/ Behaviors/ Results

Patterns

Structures/Processes

ParadigmsConditions

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Levers for Changing Complex Systems: Boundaries (B), Relationships (R), and

Perspectives (P)

• Boundaries: Demarcations that create a region/entity

• Relationships (interconnections): Connections/exchanges among bounded system parts

• Perspectives: Mental models, world views, purposes

From Parsons, B. and Jessup, P. (2009). “Questions that Matter: A Tool for Working in Complex Situations”. Ft. Collins, CO: InSites.

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Levers for Changing Complex Systems:

BoundariesDemarcations that create a region/entity

• Examples: physical entities, organizational identity, social systems, rules of conduct

• May be permeable; allow exchange with environment

• May be impermeable in that they distinguish the system or other entity from its environment

From Parsons, B. and Jessup, P. (2009). “Questions that Matter: A Tool for Working in Complex Situations”. Ft. Collins, CO: InSites.

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Levers for Changing Complex Systems:

Relationships (R) (interconnections):Connections/exchanges among

bounded system parts

• Are key aspects of forming patterns• May be as/more important than the system

entities• Form system structures (hierarchy, networks)• Cause and effect relationships: a type of

relationshipFrom Parsons, B. and Jessup, P. (2009). “Questions that Matter: A Tool for Working in Complex Situations”. Ft. Collins, CO: InSites.

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Levers for Changing Complex Systems:

Perspectives (P)Mental models, world views, purposes

• Different stakeholders may have different perspectives

• Different perspectives may exist within stakeholder groups

From Parsons, B. and Jessup, P. (2009). “Questions that Matter: A Tool for Working in Complex Situations”. Ft. Collins, CO: InSites.

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Levers for Changing Complex Systems: Boundaries (B), Relationships (R), and

Perspectives (P)

Example: Classroom where students and teachers have clear expectations yet flexibility to make own decisions on some matters (B), respectful relationships among all members (R), and shared views about what is important to learn (P).

Example Situation: Balanced BRPBoundaries (B)

Relationships (R) Perspectives (P)Adapted from Eoyang, G. (2002). CDE Model for Self-Organizing Systems: Case Examples. Circle Pines, MN: Human Systems Dynamics Institute.

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Levers for Changing Complex Systems: Boundaries (B), Relationships (R), and

Perspectives (P)

Example: Community college holds to past successes in how they work together internally (R) in defining their courses and instructional methods (P). They do not keep up with innovations in technology and changes in the local industries they could serve (B).

Example Situation: Constrained Boundaries

B

R P Adapted from Eoyang, G. (2002). CDE Model for Self-Organizing Systems: Case Examples. Circle Pines, MN: Human Systems Dynamics Institute.

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Levers for Changing Complex Systems: Boundaries (B), Relationships (R), and

Perspectives (P)

Example: School district with explicit silos and minimal connections among departments (B). Departments work independently and compete for resources annually (R). Few shared standards of customer service and strong conflict among managers, supervisors, and staff members (P).

Example Situation: Constrained Relationships

B

R P Adapted from Eoyang, G. (2002). CDE Model for Self-Organizing Systems: Case Examples. Circle Pines, MN: Human Systems Dynamics Institute.

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Levers for Changing Complex Systems: Boundaries (B), Relationships (R), and

Perspectives (P)

Example: Community college where conflicts about priorities are not acknowledged (P). Faculty, administrators, and students understand their roles (B) and work harmoniously (R), but certain individuals and groups feel disenfranchised in the college as a whole.

Example Situation: Constrained Perspectives

B

R P Adapted from Eoyang, G. (2002). CDE Model for Self-Organizing Systems: Case Examples. Circle Pines, MN: Human Systems Dynamics Institute.

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Levers for Changing Complex Systems: Boundaries (B), Relationships (R), and

Perspectives (P)

Example: In partnership among school, community, colleges, and industry, partners have clarity about their role in the partnership (B). They have a general agreement about why they are working together (P). Group meetings are filled with conflict as each partner says exactly what they think without concern about others' perspectives, needs, or feelings (R).

Example Situation: Unconstrained Relationships

B

R

PAdapted from Eoyang, G. (2002). CDE Model for Self-Organizing Systems: Case Examples. Circle Pines, MN: Human Systems Dynamics Institute.