The 5R framework
More and more people agree that we need to work towards systemic change. But how can we define it, and where to begin? Systemic change can be understood as a change in how a system operates from the inside out. Besides deep shifts in the underlying paradigm(s), this includes changes in the Rules, Roles, Relationships and Resources that govern a given system (USAID, 2016). A change in any of these will hopefully also lead to a change in the Results and impact that a given system is producing, which is usually why we take action in the first place by having noticed shortcomings, challenges or problematic symptoms. The 5R framework can be a very useful starting point when beginning to work with a systemic lens, either alone or in a group. So let’s get into it!
First, some definitions:
Rules include any laws, guidelines, norms, protocols, governance, traditions and other elements that direct behaviour and processes within a system.
Roles refer to formal or informal roles given or taken by actors, including who is eligible for them.
Relationships contain all the interactions and connections, or lack thereof, and their quality between different actors. This also includes relationships that are marginalized or unrecognised within a system
Resources refer to both the scope and (non)distribution of different resources in the system, including financial and human resources, information, power, and more.
Results are what this system produces, the outputs, outcomes or their impact on the short and long term.
When beginning this process, it usually makes sense to start by mapping your system. Read the toolbox entry on system mapping for more detailed instructions on how to go about the process of creating your map. This will bring you to identify the Roles and Relationships within your system. Once you’ve completed that step, you can proceed with the ones below.
Results
Write down the results of this system. What are the current outcomes? What are the effects? Most of the time there are shocking facts or statistics in this section that motivated you to work on this issue. So record all the grievances that come out of the current situation of the system. However, also record outcomes that you would consider positive, innovative and inspiring as you may want to preserve or strengthen them. Also, highlight outcomes from a long time ago (decades and centuries) that are worth mentioning here.
Resources
Write down the resources that flow into the system. Where do resources such as money, power, visibility, etc. come into this system, and to what extent? How and with who are they shared, and who has access to which resource streams? Think also of building materials, land, human resources, knowledge, traditions or even religious resources - there are all kinds of resources that we draw upon as a society. Focus on those that are or should be considered as relevant to your system/theme. You can also record here if you have noticed that a certain resource is missing or not acknowledged as such
Rules
Write down the rules that apply in your system. What laws or rules are there? What cultural or social codes and protocols exist? Think on the one hand of rules on the part of politics and the state, but also of agreements, unspoken rules, contracts, obligatory or customary processes... A system is often influenced by many rules from different fields, and guiding principles and traditions of how a particular system or society has been shaped over centuries.
This brings you to the first iteration of your systems map including the 5R! This is by no means a process you do once, or alone. This is a collective and iterative process and can support the deepening and creation of a shared understanding of a particular system.
From here, it’s a good idea to engage in stakeholder interviews with actors from all over your system, discuss your views and gather more perspectives. Your map will evolve with every conversation. Another option is to co-create the map with a group of stakeholders directly if you’re using it as a tool for collective instead of individual sense-making.
One caveat that is important to mention here is that using such a tool can give you the impression that you have it all figured out. Except, systems and systemic change work are never that simple. Whenever you are tempted to design a one-shot “solution” or a linear plan executed without collaborations, ask yourself if this is really the way to contribute to systemic change. In our experience, most often it is not. We would hence recommend using the iceberg model in parallel to this one to move beyond the symptoms level, perhaps complemented by the Impact Loop. Let’s keep reminding ourselves that any tool exists for us to simplify complexity and be able to start to navigate better together, it shouldn’t make us blind by confusing our model with reality but help us to shed light on hidden, yet influencing dynamics. By making the implicit visible and be aware of it - individually and collectively - we are able to help shift it, step by step, to a more healthy and life-affirming expression
In any case, we hope you find both the templates we have produced for you and this process useful! Since I first discovered it in an Ashoka workshop, it surely became an important part of my toolbox.
Templates
Sources
USAID. (2016) The 5Rs Framework in the Program Cycle. Available at: https://usaidlearninglab.org/sites/default/files/resource/files/5rs_techncial_note_ver_2_1_final.pdf (Accessed: 15 April 2020)
Presencing Institute
Nora Wilhelm’s Cambridge dissertation
The article was originally published on the blog of collaboratio helvetica
