Using system dynamics modeling to understand the impact of social change initiatives

Community psychologists have a long history of interest in understanding social systems and how to bring about enduring positive change in these systems. However, the methods that community psychologists use to anticipate and evaluate the changes that result from system change efforts are less well developed. In the current paper, we introduce readers to system dynamics modeling, an action research approach to studying complex systems and the consequences of system change. We illustrate this approach by describing a system dynamics model of educational reform. We provide readers with an introduction to system dynamics modeling, as well as describe the strengths and limitations of the approach for application to community psychology.     

Dismantling institutional racism: theory and action

Despite a strong commitment to promoting social change and liberation, there are few community psychology models for creating systems change to address oppression. Given how embedded racism is in institutions such as healthcare, a significant shift in the system's policies, practices, and procedures is required to address institutional racism and create organizational and institutional change. This paper describes a systemic intervention to address racial inequities in healthcare quality called dismantling racism. The dismantling racism approach assumes healthcare disparities are the result of the intersection of a complex system (healthcare) and a complex problem (racism). Thus, dismantling racism is a systemic and systematic intervention designed to illuminate where and how to intervene in a given healthcare system to address proximal and distal factors associated with healthcare disparities. This paper describes the theory behind dismantling racism, the elements of the intervention strategy, and the strengths and limitations of this systems change approach.     

Getting the social organism thinking: strategy for systems change

The ability of community researchers/practitioners to facilitate systems change is constrained by social power--particularly the capacity to shape ideology [S. Lukes (1974). Power: A radical view. Hampshire: MacMillan] and frequently power molds ideologies which undermine systems thinking. Following what Mills [C. W. Mills, (1959). The sociological imagination. New York: Oxford University Press] (termed the "sociological imagination", this article makes the case for a strategy of systems change that promotes an integrated focus on systems and their constituent individuals. Both of these components are understood to continuously shape each other. The social imagination is introduced as a way to conceptualize the intersection between individuals' conceptions of systems and the ways that systems work to form individual identities and perceptions of social reality. Examples of attempts at systems change from community organizing and public health are used to illustrate both common fallacies and potential future directions for systems change efforts.     

Building capability throughout a change effort: leading the transformation of a police agency to community policing

This case describes a change effort to move a police agency to become a community policing organization. The community policing effort was seen as a means to make a transformational change to become a learning organization with the goal of improving the delivery of police services. The case describes the steps taken to meet the new vision of community policing as well as the steps taken to deal with the challenges or realities of trying to make change happen. The lens for this case is the leadership role across the stages of change (exploration, planning, implementation, monitoring and institutionalization) in building capacity within the organization to sustain the change effort. The capacity building focused on incorporating systems thinking into the mindset of the members of the organization, breaking down the command and control mindset by building a new norm around high involvement of committed teams, and developing skill sets to support continuous learning and improvement in order to align organizational systems. A key lesson learned is that effective leaders do not just prepare an organization prior to a change effort. They must have the patience to constantly build the capacity for change among organizational members throughout the various stages of the change effort.     

Organizational embeddedness and occupational embeddedness across career stages

This article proposes a theoretical framework to study organizational embeddedness and occupational embeddedness. Organizational embeddedness is the totality of forces (fit, links, and sacrifices) that keep people in their current organizations, while occupational embeddedness is the totality of forces (fit, links, and sacrifices) that keep people in their current occupations. The proposed framework identifies the antecedents of these parallel processes and when and why they can diverge. It also highlights the role that individuals’ career stages play in the embedding process. The article concludes with a discussion of avenues for future research on job turnover and occupation change and implications for management practice.     

D’un restaurant traditionnel à la mise en œuvre d’un restaurant « libéré » : impacts sur les métiers et le collectif de travail

The restaurant sector questions through the tensions and difficulties it encounters in order to retain employees. In order to cope with this, some managers are mobilizing managerial innovation. This action research exposes the effects on the trades and the work group of a reorganization of a traditional restaurant into a “freedom-form” company. Based on co-construction between researchers, employees and owners, and the use of qualitative methods (interviews, observations), the research presents the levers for more innovation and “happiness at work”. The study shows that the predispositions of the company and the attachment of employees to it were the essential motivating engine for imagining a new work organization.     

Reciprocal relations between autonomous motivation from self-determination theory and social cognition constructs from the theory of planned behavior: A cross-lagged panel design in sport injury prevention

ObjectivesThe present study examined reciprocal relations between autonomous motivation from self-determination theory (SDT) and constructs from the theory of planned behavior (TPB) in a sport injury context.MethodsThe study adopted a three-wave longitudinal cross-lagged panel design. Physical education students in China (N = 4414; M_age = 14.42, SD = 1.75) completed self-report measures of autonomous motivation, attitude, subjective norm, and perceived behavioral control with respect to sport injury prevention at baseline (T1) and at two follow-up occasions one (T2) and three (T3) months later. Proposed reciprocal relations between autonomous motivation and the TPB constructs controlling for construct stability over time were tested using structural equation modeling.ResultsThree cross-lagged SEMs for effects of constructs measured at T1 on constructs measured at T2 and T3, and effects of constructs measured at T2 on constructs measured at T3 met goodness-of-fit criteria (CFI > 0.95, TLI > 0.94, RMSEA = 0.03, SRMR = 0.05) with consistent patterns of effects. Across the three models, autonomous motivation predicted the prospectively-measured TPB constructs with small-to-medium effect sizes (β range = 0.17 to 0.32, ps < .001), but associations between the TPB variables and prospectively-measured autonomous motivation were markedly smaller in size (β range = 0.01 to 0.18, ps range = .001 to .892).ConclusionsFindings provide initial support for the temporal ordering of the constructs in the integrated model of SDT and TPB in a sport injury context. Autonomous motivation from SDT is likely to be an antecedent of the constructs from the TPB.     

The effects of goal types on psychological outcomes in active and insufficiently active adults in a walking task: Further evidence for open goals

ObjectivesThis study aimed to extend recent work on the effects of goal types in physical activity (PA; Swann, Hooper et al., 2020) by comparing the effects of SMART, open, and do-your-best (DYB) goals on performance and psychological responses in active and insufficiently active adults in a walking task.Design4 (goal condition) x 3 (attempt) x 2 (group) mixed design.MethodsActive (n = 18) and insufficiently active (n = 18) participants completed baseline and two experimental attempts of a 6-minute walking test in four conditions: SMART goal; open goal; DYB goal; and control. A range of measures were taken during and following each attempt, and after each session. A series of mixed ANOVA’s were conducted for all measures assessed between groups.ResultsInsufficiently active participants achieved greater distances in the open condition compared to the SMART condition (p < .001), whereas active participants achieved greater distances in the SMART condition compared to the open condition (p < .001). Additionally, exploratory analyses revealed that insufficiently active participants reported greater pleasure and enjoyment (p < .05) in the open condition compared to active participants, who conversely reported more pleasure and enjoyment (p < .05) in the SMART condition than insufficiently active participants.ConclusionsFindings provide initial evidence that PA and psychological responses differ between active and insufficiently active individuals depending on goal type. This work has potential implications for goal setting strategies in PA promotion and raises further questions about current practices of setting SMART goals for insufficiently active participants.     

心理与教育测验中异常反应侦查新技术：变点分析法

变点分析法(change point analysis, CPA)近些年才引入心理与教育测量学, 相较于传统方法, CPA不仅可以侦查异常作答被试, 还能自动精确地定位变点位置, 高效清洗作答数据。其原理在于：判断作答序列中是否存在可将该序列划分为具有不同统计学属性两部分的点(即变点), 并且需使用被试拟合统计量(person-fit statistic, PFS)来量化两个子序列之间的差异。未来可将单变点分析拓展至多变点, 结合反应时等信息, 构建非参数化指标以及将现有指标拓展至多级计分或多维测验, 以提高CPA的适用广度及效力。