Core Components of Systems Change

In order to address the root causes of the risk factors that predict adverse youth outcomes like substance misuse or poor mental health and protective factors that buffer against these negative outcomes, we must think about the complex systems in which those problems exist. Think of the problem (ex: alcohol misuse, depression or anxiety, etc.) as the byproduct of a machine. All parts of the machine are interconnected—working together to produce that problem. In order to create positive and equitable change, we need to examine all parts of the machine, or system, that helped create that byproduct. Upon close inspection we can see that some of the machine’s parts are more obvious, consisting of policies or practices, educational campaigns, financial resources flows, and people in positions of organizational leadership. As we take the machine apart, we start to encounter pieces that are more difficult to see, things like relationships, power dynamics, biases, values, and cultural norms. Some parts of the machine that feel invisible are a result of even broader systems that were put in place as a means to benefit certain populations and not others, resulting in oppressive systems (e.g., racism, sexism, ageism, ableism, homophobia, settler colonialism, white supremacy culture, capitalism).

Sometimes only one part or component of a system might need to change. Other times, many components of the system or an entire system itself needs to change. Examining a system with the core components of systems change in mind, we can uncover what parts of the machine need to be mended or modified in order for us to create positive and sustainable changes in youth outcomes.

Systems always change, so systems change is a continuous process, with no exact end point. As such, systems in our communities must be regularly assessed, monitored, and maintained. We must examine and re-examine all parts of the system’s machine and adapt our approach as needed to achieve our goal. Systems change in its entirety can be a long, slow process. Being able to recognize and celebrate when components of a system, no matter how big or small, are mended or improved is crucial to the sustainability of the work. Doing so will help with partner engagement, motivation, and connection to the work being done.

The first level is structural. Structures are explicit parts of the system that can be easier to identify. Some capacity areas that can be focused on here are:

• Administration/Operations- Existing processes across sectors that help build strong capacity of staff and volunteers and alignment of efforts.

• Resource Distribution- The allocation and use of resources that create an environment where everyone can thrive across the various dimensions of well-being (ex: financial, emotional/mental, environmental, physical, spiritual, intellectual, social and occupational).

• Policies/Regulations/Rules- Formal structures that guide and support how a population acts and makes decisions within a community or an organization.

• Communication/Outreach- Messaging circulated in the community and the means and importance of the message in achieving positive and sustainable change.

• Maintenance/Sustainability- Supports in place that will aid in longevity of systems change, including using evidence-based practices and monitoring and improving efforts.

• Key Leaders/Champions/Stakeholders- Knowledge, commitment, and support of formal community leadership who influence decision-making in their agencies and community-wide.

The second level is social. This semi-explicit level is based on the social forces that exist within a community. These are the parts of the machine that are harder to put your finger on, but with increased awareness, one can better identify them. Here we examine relationships, connections, and power dynamics. These social forces link the work being done across multiple individuals, institutions, and sectors. Connections, relationships, and power dynamics all influence the resiliency of a community and contribute to system-level growth. On the flip side, relationships centered around oppressive systems can result in ineffective collaboration and power hoarding. Here we would focus on:

• Populations Reached- The communities who are impacted and the appropriateness/relevance of efforts within these communities.

• Informal Leadership- Individuals and/or groups who are not found within a formal institution/organization and have influence to create positive change within a community.

• Relationships/Connections- Level of trust, boundaries, support, and communication established between individuals, groups, and organizations working to create change.

• Power Dynamics- Individuals or organizations who have the ability to set the agenda, make decisions, pull in new supports, direct where resources flow, and determine who gets a seat at the table.

The third level is rooted in mindset. This core component is implicit and centers around mindsets or mental models, ideas and beliefs that help us make sense of the world around us. Mindsets are the main drivers of all other parts of the system, guiding our behaviors and interactions within our communities. All elements of this core component can be extremely difficult to see, as mindsets are constantly evolving. Here we would focus on:

• Social Expectations/Norms- Behaviors that are considered acceptable and are socially enforced in a community.

• Bias/Prejudice- Individuals, groups, or organizations deemed more valuable than others, or negative attitudes and stereotypes towards others.

• Self Esteem/Worth- How someone feels about themselves, their abilities, their perceived value, and their place in a group or community.