This document provides an introduction to participatory systemic inquiry. It discusses key concepts of systems thinking like nonlinearity, emergence and attractors. It emphasizes the need for iterative learning when dealing with complex systems. The document outlines principles of participatory systemic inquiry such as using multiple perspectives and methods, collective scrutiny through system mapping, and understanding dynamics and change. It describes creating system maps to capture issues, stakeholders, relationships, assumptions and dynamics in one place. The goal is to analyze maps to discern patterns and opportunities for leverage in order to engage the system through quick wins, shaping interventions and ongoing inquiry.

1. Introduction to Participatory
Systemic Inquiry
Stuart Worsley
Ulaanbaatur June 2018

4. The Nature of Systems
• Non Linearity
• Field of Relations
• Dynamics
• Emergence
• Attractors
The need for iterative
learning

5. We are
dealing with
complex
systems
Field of relations. Everything is related to
everything else. Small changes may achieve a huge
amount. Large changes may achieve little.
Emergence. One thing leads to another.
Non linearity. More often than not Intervention A
does not lead to outcome B
Underlying systemic patterning. There are always
underlying system attractors (often seen as
assumptions) giving rise to system patterns
Unintended consequences. (1) across boundaries
(2) as a result of scale (3) on community from
individuals etc.

6. Implications
of systemic
concepts
Crucial insight emerges through the interaction of diverse
stakeholders
We can design action experiments to understand more
about how system relationships work
Outcomes cannot be accurately predicted but a direction of
travel can be identified.
We must be constantly looking for possible openings,
opportunities, entry points
Change is likely to occur where there is strong energy. So it is
important to identify where there is strong resonance.
All this requires judgement not a set of rules

7. Important
Principles
Multiple perspectives
Multiple methods
Collective scrutiny (mapping
enables this)
Systems are dynamic – in constant
change; (need to capture)

8. Action Research

9. Participatory
Systems
Enquiry
To see what is going on
Mapping issues, actors and their
interconnections in one place
The perspectives of different people in
the system
Walking around, having conversations,
observing, following leads
Carefully recording what people say
Transcribing this onto a map
Local Leaders and
Representatives
Hidden people
(disabled, women,
poor, informal)

10. The Map is
organic in its
nature. The way in
which the map is
constructed is not
predetermined.
It arises out of the
issues that are
being explored.
A. Issues + illustrative quotes
B. Key stakeholders
C: Norms and underlying assumptions
D. Relationships (Causal and power)
E. Disjunctions in perspective, meanings, values
E. Points of conflict or blockages (including vested interests)
F. Relevant information or “facts”
G. Emerging inquiry questions
G. Potential leverage points, opportunity spaces

11. Seeing elements and dynamics in one place

12. Principles of
System
Mapping
The aim of mapping is NOT to simplify. Maps can
be complex because the whole point is that all of
these things sit in relationship to each other. We
connect stakeholders to issues and understanding
where and how they have power.
Understanding complexities. People have
different views and interests. It is important to
map their position and perspective. A map is the
basis upon which sustainable action can be
constructed.
The maps are not summaries.

13. Distilled
Maps

14. Conducting an Inquiry
• Open ended questions that get people to tell their stories
• Finding out what people see as being important
• Requires astute observation to open up new lines of inquiry
• Take detailed notes – use the words that people say quotes
• Listen, don’t talk
• Observe carefully and look for
• contradictions,
• assumptions,
• conflicting interests,
• differences in perspective compared to other conversations

15. Reviewing your notes
• At the end of the day, read through your notes and categorize
• Issues and quotes
• Stakeholders
• Assumptions (and norms)
• Relationships – what causes what
• Disjunctions
• Conflicts
• Facts
• What more do we need to find out (new enquiry questions that emerge)
• Potential opportunities

16. Creating Maps
• RED – Factors (actions or conditions that cause things and are caused
by things)
• BLUE – Places and people
• GREEN – Points of fact or descriptions of what is happening
• BLACK – Assumptions (that need questioning)
• Ball point pen – quotes and illustrative stories
Red line __________ A negative pathway
Blue line ___________ A positive pathway

17. Building
Maps
Around issues
Cause and effect
relationships
Done by multiple people
Make it easy for illiterate
people to grasp

18. Analyse the Map
• Issues: What seems to be happening?
• Connections: How are these things related?
• Cause effect relationships, feedback loops etc.
• Patterns: Are there patterns that can be discerned?
• Power relationships: individual, organisational and systemic
• System dynamics and social norms: What factors keep the system balanced (patterns and
attractors).
• Contradictions and paradoxes
• Energy: Where does the energy lie within the system?
• System change: What is changing within the system – how and why?
• Where do issues cross into what appear to be other systems?
• The unexpected: Unusual or surprising things which might reveal new ways of seeing what is
going on
• Outliers and positive deviance activities that may be instructive
• Potential solutions to problems that either lie within the map or are implicit
• Opportunity points, entry points, leverage points where changes might nudge the system

19. What Next – Engaging the System
• Quick Wins
• What is obvious that we can do now? (Linear cause and effect relations)
• Project Shapers
• How can we change existing interventions to better fit apparent cause and
effect?
• Ongoing Enquiry
• How can we establish on ongoing process to continually shape change
• Using the inquiry to seed local movement
• Building a framework to connect this to networks
• Processing evidence for policy advice
• Policy action processes

20. Strands of Enquiry

21. Tracking System Patterns
Assumed
Actual

22. •Generate ideas.
•Foster participation.
•Foster learning.
•Foster legitimate active organisation.
•Foster network function.
•Make for smart policy.
What are Dialogues?

23. • Micro Level Dialogues: concerned people become active in
addressing issues that concern them: Method: Participatory Systemic
Inquiry
• Meso Level Dialogues: testing evidence from micro level dialogies:
Method: Resonance testing
• Macro Level Dialogues: , national policy makers and influencers
participate in an action research exercise using meso level tested
evidence
Dialogues at 3 Levels

24. A Three Tier Arrangement

25. A Theory of Change for an ongoing PSI