This article introduces the reader to this special issue on Systems Change and highlights six lessons learned about theory, methods, and interventions for systems change that emerged across the included articles. The value of a systems approach to systems change is examined, including the need for frameworks, methods, and change activities that attend to the characteristics of systems.
Community psychology in general and the field of prevention in particular has unquestioningly accepted the assumption that the research process should proceed in a linear fashion from a search for basic knowledge to application in the community context. This ignores the compelling insight offered by Stokes (1997) that the drive for new knowledge and the pursuit of application can be combined in a single effort. If research in community psychology pursues the drive for application without an equal commitment to the development of knowledge about underlying community processes of social cooperation and change, it will become a field less capable of innovative and enduring contributions to community well-being and effectiveness Opportunities abound in community psychology for the simultaneous pursuit of new knowledge and more effective practice. We offer the example of a community leadership development program to promote collective efficacy as a case in point.
Based on an analysis of the articles in this special issue, the authors propose five operating principles for systems change work. These principles are: clarifying the purpose of the systems change; identifying whether the change is one to an existing system or the change is to create a new system; conceptualize the work as systems change from the beginning; use an eclectic approach; and be open to opportunities that emerge while also undertaking forma analysis to identify leverage points. The authors argue that the time is now ripe to develop such principles and encourage community change agents to engage in a dialogue to explore, revise, eliminate or expand on these principles.
T his chapter gives a brief history of forces that have shaped how public and private funders approach evaluation. We then describe the challenges that funders, and particularly foundations, face in effectively using evaluation in light of changing demands on them and their own changing strategies. Emerging tools that can help funders and nonprofits in 37 3
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