System Behaviours

Perspective, participation and power.

Hundreds of people have helped us identify some core behaviours that seem to account for positive, healthy change in any organisation, community or system.

They fall under 3 key pillars: Perspective, Participation and Power.

They are the foundations for how we approach this work and we seek to create the conditions for these behaviours to emerge. However, we also appreciate they aren’t set in stone and will be adapting them as we learn more.

  1. 1

    Perspective

  2. 2

    Participation

  3. 3

    Power

Perspective

We are part of an interconnected whole

We are all connected in a web of life. Our individual actions are part of a hive of activity that is made up of the contributions of many people.

People share a vision

People gather around a shared vision and appreciate each other’s views. We all want the whole system to work, even if we know we can’t control it.

People are resourceful with many strengths

We make up an intelligent network of people who have both strengths and weaknesses, and continually learn and grow with each other.

Participation

Open, trusting relationships enable effective dialogue

People feel safe to ask the difficult questions, voice agreements and disagreements and deal with the conflicts and uncomfortable emotions that may surface.

Leadership is collaborative and promoted at every level

There are different styles of leadership which call on a variety of skills and strengths. Everyone has the potential to be a leader wherever we are in a system.

Feedback and collective learning inform adaptation

The understanding of a ‘problem’, actions taken to ‘change it’ and what we learn from this interaction continuously inform each other. A culture of experimentation exists where we embrace failure for what it will teach us.

Power

Power is shared, and equality of voice actively promoted

We can all play our fullest role in creating an effective system. Unequal distribution of power, including structural inequality, is continually challenged.

Decision-making is devolved

People closest to a complex situation are free to use their initiative to engage and take responsibility for their own change.

Accountability is mutual

People are encouraged to be accountable to each other and our actions without fear of failure and judgement. (System improvements are driven by accountability to the people being ‘served’.