Evaluating with a systems lens

In a recent blog, we explored a simple question: what does ‘systems change’ even mean?

One key takeaway was that ‘systems thinking’ offers a different way to look at problems. It focuses on the wider conditions shaping people’s experiences, not just visible symptoms.

So how does this apply to evaluation?

When is this relevant?

You might take a systems lens to evaluation when:

• Your work is intentionally trying to influence a wider system, such as policy, attitudes, or collaboration.
• Your work is more traditional, service-based delivery, but you want to understand how it interacts with the wider system and creates ripple effects beyond immediate outcomes.

In both cases, a systems approach shifts the focus beyond individual outcomes alone. It helps you understand how change is or isn’t happening across a broader system. So, what does this mean in practice?

Five key shifts

In a recent webinar, we explored five key shifts in how organisations could approach evaluation when taking a systems lens.

1. Expectations

In complex systems, it is rarely possible to demonstrate clear, attributable impact in the short-term. Change often takes time, happens in non-linear ways, and is influenced by multiple actors.

This means shifting all stakeholder expectations away from definitive answers, towards embracing partial insight, longer timeframes, and a degree of uncertainty.

2. Aims

Traditional evaluation often focuses on proving impact and/or improving practice. In a systems context, proving (i.e. trying to evidence) impact can be challenging.

There may be greater value in prioritising learning and improving. Evaluation becomes less about demonstrating results and more about generating insight to support adaptation and decision-making.

3. Questions

While questions about outcomes for individuals remain important, they are not enough on their own.

Evaluating systems change requires broadening the scope. For example, asking questions like:

• What conditions are holding the issue in place?
• How are these conditions shifting?
• What role are we playing in the wider system?

This moves from a narrow focus on ‘what works’ to understanding how change happens within the system.

4. Methods

Many familiar methods like interviews, surveys, and workshops can still play a key role.

However, they might need to be used alongside a wider mix of approaches to capture complexity, multiple perspectives, and evolving change.

These could include:

• ripple effects mapping
• contribution analysis
• configurational comparative analysis

5. Approaches

Perhaps the biggest shift is in how evaluation is approached overall.

Rather than being a fixed, one-off activity, evaluation becomes an ongoing process of learning and adaptation. This reflects the fact that systems themselves are constantly evolving.

In practice, this means regularly revisiting assumptions, engaging diverse perspectives across the system, and being open to multiple, sometimes conflicting, views of change.

These five shifts are not about replacing traditional approaches to evaluation but instead are about adapting them and recognising the realities of working in complex, evolving systems.