The reasonable person model (RPM) is a psychological framework which argues that people are at their best when their informational needs are met. Positing that unreasonableness is not a human trait, but rather the result of environment (context and circumstances), the RPM attempts to define the environments/actions that foster reasonableness, defining three key areas that assist with this: model building, being effective, and meaningful action.

The RPM was developed by environmental psychologists Stephen and Rachel Kaplan and integrates principles from environmental, cognitive, and evolutionary psychology.

RPM posits that a central informational need is to build mental models (also known as cognitive maps) in order to function effectively in the world. It suggests that mental models help people recognize objects and circumstances, predict and evaluate possible future outcomes and decide on actions.

This focuses on helping people utilize knowledge effectively by developing the necessary skills, also maintaining a clear head in order to function effectively.

RPM suggests that people wish to use their skills to make a difference, meaning they wish to be listened to and be given opportunities to participate.

Kaplan, Rachel; Kaplan, Stephen (2008). "Bringing out the best in people: A psychological perspective".

Systems change is about addressing the root causes of social problems, which are often intractable and embedded in networks of cause and effect. It is an intentional process designed to fundamentally alter the components and structures that cause the system to behave in a certain way.

Systems change thinking ranges from the very abstract to the extremely specific, and can be found in the work of academic theorists on the one hand, and, on the other, in the experiences of activists working practically to change things.

The questions systems changers should constantly be asking are: what change is needed, why is it needed, and what might be the unintended consequences? Systems change, at its core, answers the question how change can be effected.

Instead of thinking mechanistically and in a linear fashion, a systems change approach encourages an appreciation of the complicated dynamics of social problems.

PRINCIPLE 1:

Understand needs and assets

PRINCIPLE 2:

Engage multiple actors

PRINCIPLE 3:

Map the systems

PRINCIPLE 4:

Do it together

PRINCIPLE 5:

Distribute leadership

PRINCIPLE 6:

Foster a learning culture

Policies: Government, institutional and organizational rules, regulations, and priorities that guide the entity’s own and others’ actions.

Practices: Espoused activities of institutions, coalitions, networks, and other entities targeted to improving social and environmental progress. Also, within the entity, the procedures, guidelines, or informal shared habits that comprise their work.

Resource Flows: How money, people, knowledge, information, and other assets such as infrastructure are allocated and distributed.

Relationships & Connections: Quality of connections and communication occurring among actors in the system, especially among those with differing histories and viewpoints.

Power Dynamics: The distribution of decision-making power, authority, and both formal and informal influence among individuals and organizations.

Mental Models: Habits of thought—deeply held beliefs and assumptions and taken-for-granted ways of operating that influence how we think, what we do, and how we talk.

Systems Change: A guide on what it is and how to do it. by NPC Thinks

The Waters of Systems Change by FSG