ABSTRACT
This chapter reflects on the role that system thinking might play in deepening understanding of the interrelationship between power, procedures and relationships. It reflects on organizations and their possibilities for deep change, beginning with a context for and caveats about change, and moves on to look at two tools for conceptualizing and understanding interconnected change. The chapter concludes with a causal-loop analysis of the logical framework (logframe) and its effectiveness as an assessment tool.
