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Systems change

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Sport and physical activity can boost people’s mental and physical health, support their skills and development, help to create a sense of community and contribute to growing the economy. The role of our sector and its leaders must not be under-estimated – we can help people to live happier, healthier and more fulfilled lives.   

We want to ensure everyone can experience these life-changing benefits. However, our insight continues to show us that people from certain demographic groups and those from under-served communities are still more likely to be inactive. We need leaders, from every part of the sector, to come together to drive change by focusing on tackling inequalities and inactivity. 

This section introduces the concepts of systems change and systems leadership. These offer a different approach to thinking about and acting to change the complex problem of inactivity. 

“Systems thinking is a framework for seeing the interconnections in a system and a discipline for seeing and understanding challenges in the context of the whole system; the relevant ‘structures’ that underlie complex situations.”

An introductory systems thinking toolkit for civil servants –  Government Office for Science, 2023.

Tackling complex problems

Inactivity is a nationwide problem. When thinking about how to tackle it, it’s helpful to consider and recognise its complexity. There are different types of problems (Dave Snowden and the Cynefin Framework, 1999). Some problems are simple, with straightforward solutions. Some problems are complicated, these often have challenging solutions but, with guidance and technical knowledge can be resolved. 

Other problems are considered complex. These:

  • Are impacted by lots of stakeholders with conflicting interests and goals.
  • Don’t have a single, well-defined solution.
  • Constantly change over time with limited predictability. 
  • Require tailored solutions for different individuals with varying needs.
  • Can have significant social and political dimensions which result in differences of opinion about the problem and course of action.

Tackling inequalities and inactivity are recognised as complex problems. To create the conditions for change and find potential solutions for it, leaders must work collaboratively to:

  • Be open to doing things differently.
  • Define and understand the problem by looking at it in its entirety. 
  • Co-design potential solutions with stakeholders and communities.
  • Implement solutions and be ready to adjust them, as required, with feedback from stakeholders and communities.

“The challenge of understanding complexity means we need to be humble about the partial extent of our knowledge. We may need to trade in a desire for certainty and one-off verdicts about ‘what works’, for more modest efforts to build explanations through ongoing efforts to evaluate and learn. We may need to step back and look at the bigger picture and how all the different influences interact. This means accepting some uncertainty and seeking to improve rather than prove, focusing on the direction of travel rather than having final, definitive answers.”

NELP, Rationale for whole systems approaches and what it means for evaluation and learning, December 2023

Adopting systems thinking

People’s activity habits and behaviours are heavily influenced by lots of different interconnected factors. One of these is who they are as individuals, including their attitudes, beliefs, knowledge, capabilities, motivations and life experiences. Others include their social networks and norms, the organisations and institutions they engage with, the physical environment around them and the policies, rules and regulations that shape them. All of these factors together are known as a system.

When looking to tackle inactivity and address inequalities in sport and physical activity, we can’t solely rely on one part of the system, a single partner, programme or intervention. The problem is complex and there’s rarely single, linear or step-by-step actions that create a solution. 

“We can’t do it on our own, we need to work collaboratively with partners, go beyond our sector so that others can be advocating for the power of physical activity.” 

Claire Beney, Active Devon

Successfully changing the culture, to one where being active is part of everyday life, requires leaders and partners across the whole system to change the way they think and work, to really consider what influences and impacts people. By better understanding the problem, peoples lived experiences, their barriers and motivations, leaders can identify the systems that influence and impact them and where change may be most beneficial. They can then work collaboratively to co-create solutions and take action together. 

We call this approach whole systems thinking. This type of thinking encourages leaders to focus on the bigger picture - the problem in its entirety. It also considers relationship patterns and the feedback loops required to understand the complex problem of inactivity and drive sustainable solutions. 

Systems thinking requires leaders to challenge their assumptions and existing ways of thinking about physical activity. Physical inactivity is a complex problem that cannot be solved by the same mindset that created it.

Whole systems change

A ‘systems change’ or ‘whole systems change’ approach is one where leaders take account of the whole system – including all its interconnecting parts – and its impact on inactivity and inequalities. It’s built on the belief that a change in one part of the system can influence (sometimes unpredictably) what happens elsewhere. It advocates addressing the complexity of tackling inequalities and inactivity together, as a whole system, rather than parts of the system seeking to do this in isolation to each other. 

“Having someone in charge with all the answers doesn’t exist within a complex system.” 

Claire Tomkinson, GM Moving

“Success is taking partners on the journey.” 

 

Sumir Vaid, Lets go Southall

Whole systems change relies on the buy in of leaders, working at the strategic level through to those who can make change happen in their community, from across all parts of the systems that influences people’s activity habits and behaviours, coming together with an ambitious, common purpose. It complements and strengthens place-based working.

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Systems leadership

Applying a whole systems approach through leadership. Read on for further insights, principles and areas for action when leading in a systems approach. 

Read more

Further resources

Leaders in many different systems have already started to adopt a whole systems approach. Their learnings are widely available and help bring some of the theory on this page to life to see how you can apply it in your own context. Some of their stories, guidance and further support are listed and linked to below. 

Our ‘Glossary of terms’ breaks down some of the language used on this page so please have a look through if you need further clarity on any of the terms we’ve used. 

We’re constantly looking for more leaders to share their stories and helpful resources on this topic. Please get in touch at leadingthemovement@sportengland.org if you’d like to share your learnings, challenges, experiences and successes. 

 

Glossary of terms Place-based working

  1. Rationale for whole systems approaches and what it means for evaluation – NELP
  2. Whole systems change – Active Essex
  3. Systems innovation toolkit – Nesta
  4. Whole systems approach to obesity: a guide to support local approaches to achieving a healthier weight – Local Government Association
  5. Systems Practice Toolkit - NPC

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