Steve Waddell - PhD, MBA Principal - Networking Action Three Types of Change: Incremental, reform, transformation Jim Woodhill Executive Director Centre for Development Innovation Philip Thomas Principal - D3 The Change Alliance Your Hosts

Our Webinar  Introductions  Review of table on three types of change  Discussion/clarification of table  Questions

3 TypeIncrementalReformTransformation Focus Ways of acting and behaving Ways of thinkingWays of perceiving Core Questions How can we do more of the same? Are we doing things right? What rules should we create? What are my mental models and assumptions? Are we doing the right things? What is best practice? How do I make sense of this? What is the purpose? How do we know what is best? Learning Loops SingleDoubleTriple Type of action Enacting/applying known approaches/ scripts/solutions Reflection and learning, critical analysis Unlearning and relearning When to use For simple issues with causal order For routine, repetitive, predictable issues When the “answer” is known For complex, non- programmable issues When new solutions have been agreed upon When a problem is well-defined To innovate and create previously unimagined possibilities When no “solution” is apparent When breakthrough thinking is needed Purpose To improve performance (behavior and activities) to implement defined solutions To understand and change the system and its parts To redefined/reinvent/reconceive “the system”, its purpose and relationships

4 TypeIncrementalReformTransformation Participati on Current actors addressing the problem Stakeholders of the currently defined system An exploratory microcosm of participants in the evolving understanding of “the system” Power and Relations hips Confirms existing rules. Preserves the established power structure and relationships among actors in the system Opens rules to revision. Suspends established power relationships; promotes authentic interactions; creates a space for genuine change in the system Opens issues to creating new ways of thinking and action about what sustains the systems and what can emerge. Promotes fundamental shift in power relationships and structures with emerging system awareness and identity. General Dynamic Implementing the predictable/projectable Defining and negotiating the projectable Emerging the previously unimagined Skills/ methods Project management Naming, framing, negotiating roles and strategies Emerging the previously unimagined Personal Role I am acting on the problem Others are the problem I am part of the problem “We” are in this together

Key Questions 1.Do you find the distinctions reflect your experiences? 2.How might you improve the distinctions? 3.How does your work relate to transforming, reforming or incremental change? 4.What kind of change processes are most challenging to you? 5.What are strategic implications? 6.What sorts of tools and methodologies do you find useful for different types of change? 7.What’s the relationship between the types of change? 8.What’s the relationship between complexity and transformation?