ChangeMakers Partners supports its partners and associates in ongoing learning and research projects designed to contribute to understanding ways to increase the impact of organizations, and create just and equitable social change.  Current and past projects are described on this page. Subscribe to the CMP Blog and Twitter account to stay informed about new CMP projects and publications.

The Tangle Project

CMP associates Kathy Tiner, Szabi Ishtai-Zee, and Lenneal Henderson along with partners Daniel Sewell and Lucinda Garthwaite have been investigating the phenomenon of tangled organizations since early 2016.  The Tangle Project seeks to understand how organizations get tangled, and how they successfully untangle.  In our working understanding, a tangled organization is stuck, not moving forward, focused on itself rather than its outcomes.   People in a tangled organization experience ongoing distress and a sense of urgency, often increasing feelings of distrust, frustration, and despair.  In a tangled organization, things “keep not working right,” and repeated efforts to change are unsuccessful.  Their investigation is ongoing; insights are published occasionally in the CMP Blog.

Personal Practice for Emancipatory Systems Change

Lead partner Lucinda Garthwaite completed a study in 2014 focused on identifying ways that individuals could adjust their  behavior to effect emancipatory organizational systems change.  Her findings were published in a monograph, Leadership for Social Change: A Cultural Perspective (2015). To download a PDF of the 2015 monograph article, "Personal Practices for Emancipatory Systems Change," click here.

Organizational Planning for Systems Change

Partner Daniel Sewell is engaged in a review of literature and practices of strategic planning, organizational planning and systems change in an effort to synthesize a new approach to integrated organizational planning.

Managerialism and non-violent management

Partners Lucinda Garthwaite and Daniel Sewell are exploring the tenets of traditional management practice in the context of non-violence theory and practice, and critical management studies.  The concept of managerialism has emerged in this investigation, with assumptive dynamics similar to other social “isms” such as racism and sexism. We report on emerging insights from this project in the CMP Blog.