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Developing operating principles for systems change

  • Original Paper
  • Published:
American Journal of Community Psychology

Abstract

Based on an analysis of the articles in this special issue, the authors propose five operating principles for systems change work. These principles are: clarifying the purpose of the systems change; identifying whether the change is one to an existing system or the change is to create a new system; conceptualize the work as systems change from the beginning; use an eclectic approach; and be open to opportunities that emerge while also undertaking forma analysis to identify leverage points. The authors argue that the time is now ripe to develop such principles and encourage community change agents to engage in a dialogue to explore, revise, eliminate or expand on these principles.

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Notes

  1. Charrettes are a rapid collaborative design process that is being implemented primarily by architects and urban planners to engage community members in planning major development. See http://www.charretteinstitute.org, for example.

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Authors and Affiliations

  1. W. K. Kellogg Foundation, Battle Creek, MI, USA

    Teresa R. Behrens

  2. Michigan State University, East Lansing, MI, USA

    Pennie G. Foster-Fishman

Authors
  1. Teresa R. Behrens
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  2. Pennie G. Foster-Fishman
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Correspondence to Teresa R. Behrens.

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Behrens, T.R., Foster-Fishman, P.G. Developing operating principles for systems change. Am J Community Psychol 39, 411–414 (2007). https://doi.org/10.1007/s10464-007-9106-3

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  • DOI: https://doi.org/10.1007/s10464-007-9106-3

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