One of the core issues of the talk is innovation doubt—the “if it ain’t broke, don’t fix it” mentality. To paraphrase Piret:
[…] why are we doing innovation at all? Maybe sometimes things are working fine, why do we think about innovation at all? We start off with four questions:
- Do you want to do things better?
- Do you have goals and purposes to fulfill?
- Do you want to address the needs of your stakeholders?
- Do you want to prepare for the risks and uncertainties that the future holds? If you answered “yes” to at least one of those questions, then your job is to do innovation—your job is to be a changemaker.
Also, the talk includes a neat model for different varieties of innovation, image courtesy of this post by Adrian M. Senn over on Medium:
In two senses, the work of innovation for public value and social impact is changing in Australia and around the world. What we expect public innovation to do and what we need it to achieve, and how that work should be done, are both changing. And they are changing together while they are changing each other.
It’s true. It’s hard to keep up with the discipline of changemaking, but it’s even harder to keep up with the change that needs to be made. Therefore Martin Stewart-Weeks calls for optimism:
Despite some of the uncomfortable and unsettled conditions, there is real energy in the search for more effective ways to solve the big problems we face in common — managing our complex cities, rewiring large and complex health and social care systems, tackling climate change, searching for better ways to integrate the human and technology capabilities of the digital age and making our communities healthy and resilient.
The speed, intensity and sheer connectedness of these and many other complex, public challenges are giving rise to new methods and tools that can help to tackle them with purpose and skill.
For serious system mapping work, spending [significant] time studying, thinking about, and mapping your system helps ensure you are addressing root causes rather than instituting quick fixes. In the long term, the time and resources you invest in Systems Practice will pay dividends.
But what if youʼre not quite sold on the Systems Practice methodology yet? What if you havenʼt encountered systems thinking before and just want to dip your toes in? Or what if youʼre an expert or an educator with only a few hours to introduce Systems Practice to a fresh new group of systems thinkers?
I have been in the latter situation, and it’s a challenge. In my experience, people who are wholly new to systems thinking can take a lot of time to acclimate to the mindset. But! If, as a teacher, you can’t illustrate the benefits quickly, it’s easy to disengage.
So, I’m glad this exists. This is a wonderful new resource from Kumu’s Alex Vipond that helps walk you through systems and Kumu’s tools at the same time.