Systems Change Tree

The Systems Change Tree was adapted from the Iceberg Model by Jill Andres, Carole Muriithi and Elder Robert Greene (with the original design by Amy Rintoul).  The tree is also similar to other frameworks in the collection including Places to Intervene, Intervention Level Framework, Six Conditions of Systems Change and Four Shades of Change and Innovation.

The description below of the components are taken directly from the authors explanation of the tree.

Leaves: These are the visible outcomes and events are the symptoms of the challenge we experience and react to. This is what we are doing when it feels like we are constantly putting out fires. Our tendency is to try to address the symptoms, approaching them as though they are simple challenges.

Branches: Patterns are the changes that occur over a period of time. They are the trends that help us to anticipate what’s going to happen. This is where we gather data and stories that give us insight into what we may see at the event level.

Sap: Relationships and power dynamics flow throughout systems and must be made explicit and addressed. These are the formal and informal ways individuals and organizations hold decision-making power, authority and influence. They also inform understandings of expressions of power (power over/power with) and how equity, diversity, inclusion and privilege shape our relational experiences of connection or disconnection.

Trunk: Structures are the ways in which our institutions and organizations are designed - and can be re-designed. They include:

• Policies: rules, regulations and priorities (formal and informal)
• Practices: the things we do on a day-to-day basis that we may or may not be fully aware of, i.e. ‘how we do things’
• Resource flows: how money, energy, knowledge and information are allocated and distributed

Roots: Mindsets (and ‘heartsets’) are individually and/or collectively held values, beliefs, assumptions and values that influence our actions. These mental models are influenced by culture, creator stories and self-narratives. This is the most difficult – and potentially the most transformative – level at which to create change.

Interrelated Systems: Systems are not discrete, standalone entities. They are intertwined with other systems. Therefore, as we seek to create change, we need to remain aware of the influence systems have on each other.

Natural Ecosystems (Mother Earth): We are all part of a living ecosystem of interconnected and interdependent beings – human and non-human – that affect and are affected by every change we seek to make.  We might call these relationships the laws of nature.