Systems Thinking for Social Change by David Peter Stroh

Author:David Peter Stroh
Language: eng
Format: epub
Publisher: Chelsea Green Publishing
Published: 2015-09-15T18:07:20+00:00

Having defined the value of their prospective partnership, they then uncovered how each party’s actions to improve its own performance unintentionally undermined the effectiveness of the other party—outlined in figure 7.11. When IDE felt unable to provide adequate direction for the statewide education system, it designed and rolled out new programs to the AEAs (B2). While the existence of these new programs felt like progress to IDE, these initiatives made it more difficult for AEAs to allocate their limited resources with respect to the area initiatives they already had in place. In order to follow through on its own initiatives, each AEA would either customize IDE’s programs to fit into the AEA’s current efforts or disengage from the state rollout (B3). The independent AEAs’ responses increased IDE’s difficulties in working with inconsistent, low-quality, and disconnected solutions at the state level—reducing IDE success and prompting it to once again introduce new programs. The combined actions of the two parties resulted in the Accidental Adversaries vicious cycle R4.

FIGURE 7.11 IDE–AEA SYSTEM RELATIONS: ACCIDENTAL ADVERSARIES. New programs created by IDE, and AEAs’ efforts to customize or disengage from these programs, reduce both groups’ effectiveness.

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