Wayfinding Towards Transformational Change

What should we be doing as the end of the world as we know it approaches? That was basically the question posed by the first keynote speaker, Ioan Fazey, at the Leverage Points 2019 Conference held in February at Leuphana University, Lüneburg, Germany in February 2019. Clearly, there is no single answers to that question, but the 500 people from a wide range of disciplines, including many representatives of the SDG Transformations Forum, present at the meeting generated significant positive energy and new insights around the potential for transformation.

The idea of leverage points for systemic transformation was articulated by Donella ‘Dana’ Meadows, one of the authors of the Club of Rome’s seminal 1972 book, Limits to Growth, in her article “Leverage Points: Places to Intervene in a System,” and which inspired the meeting. In her important paper, Meadows identified nine leverage points for system transformation, the most powerful of which is to shift ‘the mindset or paradigm out of which the system, its’ goals, power structure, rules, its culture, arises.’ She ultimately concluded that a tenth leverage point was even more powerful—the capacity to transcend mindsets. With this in mind, here are some (of my) reflections from the conference.

Narratives and Mindsets

As a member of the SDG Transformations Forum’s working group on Metanarratives, I was struck by how often the idea of shifting narratives came through as one of the key leverage points for change. From thinking about how fiction and other art forms might be used to begin shifting narratives—which integrally affect mindsets—to shifting economic narrative away from neoliberalism towards something significantly more life-affirming, the power of narrative was pervasive through the conference. Particularly striking in that regard is the importance of appealing to emotions and core values in constructing new ideas and narratives, because it is because of these things that people connect to ideas.

Uncertainty, Hope, and Self-Efficacy

What can we learn from this conference about system transformation? Here are a few insights. Transformational change means jumping into the unknown, which means that going outside of any existing boxes to construct, in some cases at least, new boxes. That means being able to cope with the inherent uncertainty of such change. At the same time, doomsday scenarios are unlikely to be inspirational. To provide a foundation of self-efficacy to act in transformative ways, finding pathways to hope is vital.

Transformative Change

System transformation is fundamental broad, deep, and multi-scalar change that involves a paradigm change. What that means is that radical shifts in five key interrelated and interactive dimensions that constitute the whole of a “complexly wicked” socio-ecological systems are needed. These five dimensions identify the broad outlines of what needs to be transformed to move towards flourishing socio-ecological systems, as outlined in a SDG TF working paper by me and Steve Waddell. They are purpose(s), perspectives, power(s), practices, policies and processes (practices for short), and the performance criteria guiding the system. Transformative change can at best be navigated, not directed, planned, or managed in the traditional way of ‘planned change.’ Paradoxical situations exist in systems—and they have to be lived with, not done away with, which demands ways of finding patterns that lend a sense of coherence to the situation so people can begin to ‘see’ (as the Forum puts it) the system. While there is considerable urgency, still patience and perseverance is needed to bring about this type of change, including recognizing that there is still ‘good’ in existing institutions and systems—and tapping into them as resources for change whenever possible.

System transformation is, in a sense, as keynote speaker Karen O’Brien, co-founder of cChange, argued, a quantum phenomenon. It involves what in somewhat abstruse language is called emergence (or coming into view or becoming exposed over time) and co-evolution (the interaction of two or more systems, initiatives, events, or other actors that creates something dialectically new). Because transformations take place in a context of complexity, these two characteristics of emergence and co-evolution demand the ability on the part of change agents to really cope with the uncertainty they generate—because the outcomes of any given efforts cannot be predicted with certainty. At that same time, both characteristics suggest that change can come from anywhere in the system, providing a rational for self-efficacy or agency to actors no matter their location or status.

Neglected Leverage Points

Recognize that, as one participant put it, pain is the fastest horse. Sometimes crisis is needed to foster change at a sufficient level—and with growing inequality, climate change, sustainability issues, and concentration of power resources, perhaps there is already sufficient pain to motivate action. That said, there are other leverage points that need attention. One important one is to determine where the centers of power are—and figure out what might move those centers, since the whole issue of power is too often neglected. Also neglected is the power of mystery, magic, and caring as motivators. Love as a vital—and often missing—leverage point provides some balance with the urgency posed by crises—and along with inspiration and hope, a counterpoint to despair.

In the transformations community there is a great deal of talk about awareness, expanded consciousness, and mindfulness—along with increasing recognition of the need for reflection on what is being done and why. More than one participate in the conference noted the importance of slowing down, being present, and exploring important values. That could help us all get out of our respective bubbles (we all have them), overcome our own fears, and engage in the radical listening that is needed to recognize what changes are already taking place—that might themselves be levers of change.

Wayfinding

How to move forward in this chaos and complexity? In the Māori tradition of New Zealand, wayfinding is skill (and wisdom) of navigating on the open ocean using deep knowledge and keen observations of both the water and the skies to navigate long distances accurate. As we all discussed ways towards transformation, the metaphor of wayfinding emerged and seemed to really reflect what is needed. Navigating where we need to go by closely watching the signs and swells along the way, listening with our hearts and our heads, to what we all are saying to each other, and to what nature is trying to tell us. Wayfinding is navigating without a map, which is what transformational change agents have to do because we humans have never experienced what we are now experiencing before. There is no roadmap. Because the signs along the way are read closely by wayfinders, however, they can lead us to where we want to go. We can collectively construct the signs, the goals, the aspirations that can motive by articulating what the future we desire is collectively (to the extent that is possible) and then navigating among the complexities, challenges, and opportunities constantly keeping that goal in mind.

Sandra Waddock is Professor of Management, Galligan Chair of Strategy, and Carroll School Scholar of Corporate Responsibility at Boston College’s Carroll School of Management. She is also Councilor for the SDG Transformations Forum’s Metanarrative Working Group.

waddock@bc.edu