1. Building the Architecture of Full Participation Susan Sturm Columbia Law School Center for Institutional and Social Change www.changecenter.org

2. 2 Unit / Program Individual Level Relational Institutional Inter-Institutional Ecosystem Center for Institutional and Social Change © 2011

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4. Theory of Change Affirmative and concrete Developmental and re-creative Multi-level Collective vision Critical and strategic inquiry Barriers analysis Discussibility as developmental Reflection and Integration Individuals, cohorts, and hubs Distributed/barriers Strategically cultivated and regenerated Transformative leadership Barriers analysis Action arenas Projects in motion Leverage points and spaces for action Ongoing work Areas of innovation Positive deviants Strategies and projects

5. Theory of Action Collective affirmative vision/ shared goals Transformative leadership Hubs/connectors Leverage points and spaces for linkage Deep collaboration with communities Strategies for integration and reflection Mindset Mobilizers Mechanisms

6. Transformative Leadership Collaborative Collective vision / shared narratives Systems orientation Re-imagines institutions Bottom up/Top down

7. A Developmental and Systems Orientation Inquiring about “thriving” at key junctures of activity Identifying patterns and barriers to prompt collective attentiveness and action Identifying action arenas and leverage points—sites for collective impact Building capacity to act on knowledge at key pivot points Regularly assessing strategies and outcomes with a developmental orientation Center for Institutional and Social Change © 2011

8. Affirmative Vision: The elements of full participation An affirmative value or goal Focused on creating settings and institutions That enables people, whatever their identity, background, or institutional position, to thrive, realize their capabilities, engage meaningfully in institutional life, and contribute to the flourishing of others (Sturm 2006, 2010). Sturm, Eatman, Saltmarsh and Bush 2011 8

9. Full participation as a critical and strategic lens: What does it mean to thrive in this setting? When and where research thriving occurs? Thriving by whom? Who is and is not thriving? How does the setting’s design and patterns of interaction affect thriving? What projects or initiatives provide windows of opportunity? What policies or practices could enable greater thriving? Necessitates ongoing reflection and change

10. Strategic Mindset  Identifying full participation action arena and convergence of commitment  Articulating concrete goals connected to full participation vision  Conducting barrier analysis  Mapping stakeholders  Identifying strategies for sustaining engagement  Reflecting, reflecting, experimenting, and revising Center for Institutional and Social Change © 2009 10

11. Action Arenas Shared interest/concern Strategic collaborators Opportunity for action Action arena Action arena

12. Organizational Catalysts: Role operating at convergence of systems Positioned to use knowledge where it can influence action Legitimacy and commitment Boundary spanners Multi-lingual Situated in a larger change project

13. Mechanisms: Strategies Enabling Multi-level Change LEVERAGING PARTNERSHIPS AND NETWORKS ENABLING COHORTS LEADERSHIP DEVELOPMENT CROSS-CUTTING PROJECTS RECONFIGURING SPACE Center for Institutional and Social Change © 2011 13

14. Leverage points FundingConflict and crisisOngoing change project or initiativeShared space or placeMethodologyConverging relationshipsReview processesMajor events or milestones

15. Leverage points Key transitions/decisions Leadership cultivation Ongoing institutional activities Conflict and crisis Building on positive deviants/innovation

16. Mobilizing Strategic Relationships Sturm 2012 16 Positive Deviants Negative Deviants The Movable Middle Identify Empower Network Prototype Address Destabilize De-legitimate Understand Engage and enable Motivate and reinforce Measure and sustain