Social and Behavioral Sciences Commons^™

Passing In The Dark: Making Visible Philanthropy’S Hidden And Conflicting Mental Models For Systems Change, Jewlya Lynn, Julia Coffman

The Foundation Review

While the need for philanthropy to focus on systems change as a way to scale and sustain impact is now widely accepted, we see the sector largely failing to recognize that there are different mental models for how to change systems. Sometimes the approaches foundations use are based on competing mental models or models that are not a good fit for the systems, problems, strategies, or practices they are using.

We see two mental models for systems change being used in philanthropy: systems dynamics and systems emergence. Strategies that use the systems-dynamics mental model aim at points of high leverage …

Emergent Learning: A Framework For Whole-System Strategy, Learning, And Adaptation – With 2024 Prologue, Marilyn J. Darling, Jillaine S. Smith, James E. M. Stiles, Heidi Sparkes Guber

The Foundation Review

Editor’s Note: This article, first published in print and online in 2016, has been republished by The Foundation Review with minor updates.

The field of philanthropy is exploring what it takes to achieve impact in complex environments. The terms “adaptive” and “emergent” are beginning to be used, often interchangeably, to describe strategies by which funders can tackle complexity. This article proposes distinguishing between the two and explores more deeply how the research into complexity can inform philanthropic practice.

While approaches like systems mapping, scenario planning, and appreciative inquiry have been put forward as useful approaches to expanding perspectives and seeing …

Lost Causal: Debunking Myths About Causal Analysis In Philanthropy – With 2024 Prologue, Jewlya Lynn, Sarah Stachowiak, Julia Coffman

The Foundation Review

Editor’s Note: This article, first published in print and online in 2022, has been republished by The Foundation Review with minor updates.

What if philanthropic evaluations told us that changes in the world had occurred, as well as how and why they occurred, including whether what foundations funded and grantees did contributed to those changes? What if evaluations made change pathways more visible, tested hypotheses and assumptions, and generated new insights based on what happened in the “black box” of systems change strategies? This type of learning comes from causal analysis — inquiry that explores cause-and-effect relationships.

Yet currently in …