Towards a framework for systems transformation

This chapter starts by highlighting the multi-method nature of new systems-based practices. It discusses how systems thinking differs and complements design thinking, and how design can be used in systemic change processes. It discusses how, under conditions of complexity and uncertainty, governments can reflect in action and work with relative precision. The chapter discusses how decision makers and public services managers can consider the kinds of challenges they face, the resources available to them and what they can expect while engaging in a rigorous problem-solving process using systems approaches. Following this discussion, the chapter identifies some key principles and tactics – people and place, dwelling, connecting, framing, designing, prototyping, stewarding and evaluating – involved in using systems approaches in the public sector. Specific practices are dependent on the context, institutional capacity, problem, timeframe and resources available to public administrations as they embark on systems change.