Chapter
Ten core values in whole systems development
1. Why do we need whole systems change?
The poverty of programmatic change
A Mad Management Virus (MMV)?
The implementation imperative
Change that works: a different beat?
Leadership that counts – handling these dilemmas within organisations
2. How do we put these fine words into action? An overview of whole systems development
Philosophies – useful action and learning in the context of the whole system
The growth of systems thinking
The concept ‘equifinality’ and its application to this book
What makes whole systems working different from more traditional approaches to change management?
Principles – engagement and implementation, not intervention
Whole systems development – principles of practice
The Five Keys of whole systems development
3. The emerging practice of whole systems development
4. Leadership: keeping the big picture in view
Perspectives on leadership – what has changed?
The role of leadership in whole systems development
Possible and impossible ‘missions’
Is ensuring that everyone ‘sings from the same hymn sheet ’a helpful aspiration for leaders?
The paradoxical challenges to leadership
The contribution of leadership development programmes
Whole systems team leadership
Images of leadership – machines, networks, birds and jazz groups
Measurement of organisational performance and its impact on learning
Inhibitors of organisational learning
Inhibitors of learning across whole systems
Blocks to organisational and systemic learning – a summary
Encouraging collective learning – a more positive perspective
Thinking and acting differently
Making sense together – the broad questions to address
Perspectives on the present
Perspectives on the future
Creating the conditions for public learning
6. Valuing difference and diversity: getting the whole system into the room
Inviting local residents to plan the future of their communities
The value of maximum diversity or ‘requisite variety’
Seeking common ground rather than a forced consensus
Learning to work with diversity and difference
The role of design teams in working out how ‘the whole system’ can ‘come into the room together’
Getting the whole system into the room – exploring differences, directly and indirectly, with interest groups and community members
Data gathering about the workings of the whole system
Establishing key questions about mental health and mental health services as a basis for collaborative enquiry
Your views about the issues involved in gathering data on the issues to be addressed in whole systems development
Meetings or big events as a key means of bringing the system into the room
7. Meeting differently: large and small group working
Drawing the boundaries for ‘meeting differently’
Whole systems development using big events
Steering whole systems development – the roles of leadership, design and logistics teams
Learning from involvement in leading and designing big events
Reflecting on experiences of conferences or big events
Big events are not the only whole systems ‘show in town’
An inter-organisational action learning programme
Sustaining whole systems processes and practices
8. Follow-through and sticking with it
Change architecture and equifinality
Follow-through, the other Four Keys and whole systems principles
The pivotal role of action learning
The sequencing and purpose of different approaches to change
Keeping an eye on the future
9. From organisations to networks
Knowledge working in knowledge economies
Developing networks and knowledge communities: guidelines, processes, roles and skills
The way forward for whole systems development and networks
10. Confirming cases: local problems and local solutions within whole systems
Stakeholders in the future: balancing short- and long-term priorities
The Mad Management Virus (MMV)
Local solutions within whole systems: work in progress 1: Frontline interagency collaboration with the flood-affected people of Stockbridge, Keighley
Improving performance locally
Local solutions within whole systems: work in progress 2: The case of strategic waste management
Local solutions within whole systems: work in progress 3: Multi-modal approaches to transport
Ten core values of whole systems development
Five contextual policy dilemmas
Leading change
：A guide to whole systems working
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