Change-making is urgent. The Intergovernmental Panel on Climate Change says we have fewer than a dozen years to avert climate disaster. Meanwhile, huge numbers of people lack the basics to thrive. And these enormous challenges are only some of many before us. 

Processes of change have developed dramatically, often coming out of Euro-centric thought traditions (Cartesian, Newtonian) and often based on the management sciences, with principles such as efficiency and return-on-investment at their core.

Change approaches are often aligned with neo-liberal philosophy, which assumes continuous growth and consumption - perpetuating the patterns that have created our current dilemmas.

Change is needed, beyond just doing different things. We need to deeply transform our paradigm and practices of change, reimagining the systems and institutions of our world. We want to support those engaged in this great reimagining.


Mindsets, heart-sets, and action-sets are changing towards:

  • A deep understanding of our own role and agency in the systems they we to change.

  • Connecting to self, society, and nature.

  • A curiosity about and practice of challenging one's own assumptions.

  • Multiple ways of seeing, knowing, and relating.

  • Using multiple lenses to critically engage with complex adaptive systems.

Systems entrepreneur capacities are developed and being applied. This looks like:

  • A culture of experimentation and learning.

  • Capacities to see complexity and agency in systems.

  • Abilities to recognise opportunities in systems.

  • Analysing one's own systems entrepreneurship skills and strengths for specific opportunity contexts.

  • Capacities to navigate emergence.

  • Navigating social, political, and personal systems relationships across scales.

Knowledge and skills are built which can catalyse systems change, especially:

  • Identifying regenerative solutions to intractable social-ecological problems.

  • Connecting innovations to necessary social, political, and financial resources, across scales.

  • Navigating networks that span regions, sectors, and problem domains.

  • Navigating dominant systems in a way that enables the emergence of healthy alternative systems.