The challenges that are associated with the 17 United Nations sustainable development goals are wickedly complex and interconnected in nature. Because they require transformational changes at the systems level, the pace of change has, so far, been nowhere near fast enough to meet the goals by 2030. In this paper, we analyze the catalytic actions of a novel form of organizing that could potentially facilitate the timely achievement of transformational aspirations such as the SDGs: the transformation catalyst (TC). By identifying 27 TCs and analyzing their vision, mission, values, and their practices represented on their websites, we elaborate the following four key ways that TCs are distinctive from other entities, and therefore potentially more capable of facilitating transformational changes at the systems level: (1) TCs have transformation agendas that target systems-level solutions to bring about large-scale and fundamental changes in the relevant system(s), as opposed to more incremental or fragmented approaches; (2) TCs engage in catalytic actions, such as connecting, cohering, and amplifying the work of partners and collaborators; (3) TCs clearly acknowledge the current status quo, attributions, and urgency (i.e., sensemaking) of the issues on which they focus; and finally, (4) TCs embody systems orientation. In exploring how TCs work, we hope to build a solid conceptual framework for understanding the nature of transformative catalytic action on societal issues, and consolidate our understanding of what elements are needed if TCs are to work, providing a starting point for future research.
Post-concussion states: How do we improve our patients’ outcomes? An Australian perspective
