EL ARTE DEL CAMBIO DE EN LOS SISTEMAS

The document introduces a 'systems pathway' consisting of three phases: Engaging, Exploring, and Learning. It argues that complex problems cannot be solved with linear thinking and instead requires a collaborative, iterative approach. The guide details a process for understanding system dynamics, identifying high-leverage points for intervention, and developing adaptive theories of change and action. It includes a toolkit of 11 practical methods, such as the Iceberg Model and Scenario Planning, to help practitioners move from a state of 'chaos and confusion' toward systemic renewal.

• The 'systems pathway' is structured into three primary phases: Phase 1 (Engage) focuses on personal orientation and understanding the system; Phase 2 (Explore) involves co-creating future visions and analyzing leverage points; and Phase 3 (Learn) emphasizes iterative experimentation and adaptation.
• Systems change requires a shift from linear thinking to a mindset that accepts complexity and uncertainty, recognizing that transformative change rarely results from perfectly planned projects.
• Effective systemic intervention relies on identifying 'leverage points'—places where small changes can produce significant shifts across the entire system. The most profound leverage points involve changing the system's goals or the underlying mental paradigms and values.
• The document distinguishes between a 'theory of change' (how change happens in a system regardless of specific planned actions) and a 'theory of action' (how specific planned actions can catalyze that change).
• To avoid the 'accountability trap'—where metrics are chosen for ease of reporting rather than learning—the guide suggests monitoring three domains: the process (how actors work together), results/products (progress toward the 'guiding star'), and the general landscape (broader systemic shifts and unintended consequences).
• Cognitive biases, such as the status quo bias, confirmation bias, and the sunk cost fallacy, can distort decision-making and hinder the ability to adapt in a systems pathway.
• The guide provides 11 practical tools for systems change, including the Iceberg Model for analyzing root causes, System Mapping for visualizing causal relationships, and the Wind Tunnel for stress-testing actions against multiple future scenarios.
• A 'core team' is essential for navigating a systems pathway and should ideally include diverse roles such as Innovators, Mediators, Orchestrators, Navigators, Masters, and Agitators.

APA

Mahajan, S. L., Glew, L., Ryan, M., Griffin, J., Murphy, R., de Villiers, S. P., & Rieder, E. (2022). EL ARTE DEL CAMBIO DE EN LOS SISTEMAS. WWF International. https://www.worldwildlife.org/documents/525/6p99b1bpzr_The_Craft_of_Systems_Change_SPANISH.pdf

Chicago

Mahajan, Shauna L., Louise Glew, Melanie Ryan, John Griffin, Ryan Murphy, Samantha Petersen de Villiers, and Erica Rieder. EL ARTE DEL CAMBIO DE EN LOS SISTEMAS. WWF International, 2022. https://www.worldwildlife.org/documents/525/6p99b1bpzr_The_Craft_of_Systems_Change_SPANISH.pdf.

Wikipedia

{{cite report |last1=Mahajan |first1=Shauna L. |last2=Glew |first2=Louise |last3=Ryan |first3=Melanie |last4=Griffin |first4=John |last5=Murphy |first5=Ryan |last6=de Villiers |first6=Samantha Petersen |last7=Rieder |first7=Erica |title=EL ARTE DEL CAMBIO DE EN LOS SISTEMAS |publisher=WWF International |date=2022 |url=https://www.worldwildlife.org/documents/525/6p99b1bpzr_The_Craft_of_Systems_Change_SPANISH.pdf |access-date=23 October 2026 |via=Climate Insights Directory}}

BibTeX

@techreport{mahajan2022arte, author = {Mahajan, Shauna L. and Glew, Louise and Ryan, Melanie and Griffin, John and Murphy, Ryan and de Villiers, Samantha Petersen and Rieder, Erica}, title = {{EL ARTE DEL CAMBIO DE EN LOS SISTEMAS}}, institution = {WWF International}, year = {2022}, url = {https://www.worldwildlife.org/documents/525/6p99b1bpzr_The_Craft_of_Systems_Change_SPANISH.pdf}, urldate = {2026-10-23}, note = {Indexed by Climate Insights Directory} }